Several years ago, Westmont Corporation developed a comprehensive budgeting system for planning and control purposes. While departmental supervisors have been happy with the system, the factory manager has expressed considerable dissatisfaction with the information being generated by the system.

A report for the company's Assembly Department for the month of March follows:

Assembly Department

Cost Report

For the Month Ended March $31$

Actual Results Planning Budget Variances

Machine$-$hours $25,00030,000$

Variable costs:

Supplies $ $7,500$ $ $8,100$ $ $600$ F

Scrap $23,80025,5001,700$ F

Indirect materials $72,20084,00011,800$ F

Fixed costs:

Wages and salaries $70,30067,0003,300$ U

Equipment depreciation $97,00097,0000$

Total cost $ $270,800$ $ $281,600$ $ $10,800$ F

After receiving a copy of this cost report, the supervisor of the Assembly Department stated, $$These reports are super. It makes me feel really good to see how well things are going in my department. I can$$t understand why those people upstairs complain so much about the reports.$$

For the last several years, the company$$s marketing department has chronically failed to meet the sales goals expressed in the company$$s monthly budgets.

Required:

Complete the new performance report for the quarter, based on Flexible Budget Performance approach.

Were costs well controlled in March?