Shady Lady sells window coverings to both commercial and residential customers: The following information relates to its budgeted operations for the current year: Commercial Residential Revenues $300,000 $480,000 Direct material costs $30,000 $70,000 Direct labour costs 100,000 300,000 Overhead costs 55,000 185,000 162,000 532,000 Operating income (loss) $115,000 $(52,000) The controller, Susan Chan, is concerned about the residential product line. She cannot understand why this line is not more profitable given that window coverings are less complex to install for residential customers. In addition, the residential client base resides close to the company office, so travel costs are not as expensive on a per-client visit for residential customers. As a result, she has decided to take a closer look at the overhead costs assigned to the two product lines to determine whether a more accurate product costing model can be developed. Following are the three activity cost pools and related information she developed: Cost Drivers Activity Cost Pools Scheduling and travel Estimated Overhead $90,160 Hours of travel Set-up time 76,880 Number of set-ups Supervision 49,960. Direct labour cost Estimated Use of Cost Drivers per Product Commercial Residential Scheduling and travel 940 670 Set-up time 380 240 (a) Calculate the activity-based overhead rates for each of the three cost pools, and determine the overhead cost assigned to product line. (Round overhead rate for supervision to 2 decimal places, e.g. 15.25%.) Scheduling and travel $ Set-up time Supervision Overhead rates per travel hour per set-up. % of direct labour cost Scheduling and travel $ Set-up time Supervision Overhead rates per travel hour per set-up % of direct labour cost Commercial Total overhead costs applied Residential