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 Planning Results Budget 15,000 20,000 Variances Machine-hours $ 10,200 $ 10,800 $ 600 F 36,400 39,000 2,600 F 104,600 124,500 19,900 F Variable costs: Supplies Scrap Indirect materials Fixed costs: Wages and salaries Equipment depreciation Total cost 81,100 76,000 5,100 U 106,000 106,000 $338,300 $356,300 $18,000 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." 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. Complete the new performance report for the quarter, based on Flexible Budget Performance approach. (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 (i.e., zero variance). Input all amounts as positive values.) Westmont Corporation Assembly Department Flexible Budget Performance Report For the Month Ended March 31 Actual Results 15,000 Flexible Budget Planning Budget 20,000 Machine-hours (9) $ 10,800 Supplies Scrap 39,000 Indirect materials 124,500 $ 10,200 36,400 104,600 81,100 106,000 $ 338,300 Wages and salaries Equipment depreciation Total 76,000 106,000 $ 356,300