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: Cost Report Tor the Month Endod Hareh 31 Actual Planning Results Budget ariances 25,000 30.000 Variable coatS Supplies Scrap Indireet materlala rixed costs Wages and salaries 7,200 7,800 600 22,400 24,000 1,600 F 68,600 79.500 10,900 P 69.100 6,0D 3,100 U 96,000 96.000 Total eoat $263,300 $273,300 $10,000 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 prepare a new performance report for the quarter, (Do not round your intermediate calculations, Indicate the effect of each variance by selecting "F for favorable, "U for unfavorable, and "None" for no effect (ie., zero variance). Input all amounts as positive values.) Flexible Budget Performance Report For the Month Ended March 31 Actual Flexible Budget Planning 25,000 30,000 Supplies Scrap Indirect materials Wages and salaries $ 7.200 22,400 6B,600 69.100 96.000 $ 263,300 S 7,800 24,000 79,500 66,000 96,000 S 273,300 Total