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		15,000		20,000
Variable costs:
Supplies	$	10,500	$	11,100	$	600	F
Scrap		37,800		40,500		2,700	F
Indirect materials		108,200		129,000		20,800	F
Fixed costs:
Wages and salaries		82,300		77,000		5,300	U
Equipment depreciation		107,000		107,000
Total cost	$	345,800	$	364,600	$	18,800	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 cant understand why those people upstairs complain so much about the reports.

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

Required:

1. The companys president is uneasy about the cost reports, identify at least two reasons.

2. What kind of reports should be used to give better insight into how well departmental supervisors are controlling costs?

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

4. Were costs well controlled in March?

The companys president is uneasy about the cost reports, identify at least two reasons. (Select "X" if the item is one of the reasons.)

Cost reports are ineffective since budgeted costs at one level of activity are compared to actual costs at another level of activity.
Cost reports show whether fixed costs are controlled and do not show whether variable costs are controlled.
Cost reports are effective since budgeted costs at one level of activity are compared to actual costs at another level of activity.
Cost reports show whether fixed costs and variable costs are controlled.

• What changes, if any, should be made in the reports to give better insight into how well departmental supervisors are controlling costs?

  	Flexible budget performance reports must be usedradio button unchecked1 of 2 Fixed budget performance reports must be usedradio button unchecked

• 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 (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			Flexible Budget			Planning Budget
  Machine-hours (q)	15,000						20,000
  Supplies	$10,500						$11,100
  Scrap	37,800						40,500
  Indirect materials	108,200						129,000
  Wages and salaries	82,300						77,000
  Equipment depreciation	107,000						107,000
  Total	$345,800						$364,600

• How well were costs controlled in the Assembly Department in March?

  	Costs were well controlledradio button unchecked1 of 2 Costs were not well controlledradio button unchecked2 of 2