Sue Jaski, supervisor of the Karaki Corporation's Machining Department, was visibly upset after being reprimanded for her department's poor performance over the prior month. The department's cost control report is given below: Karaki Corporation-Machining Department Cost Control Report For the Month Ended June 30 Planning Actual Budget Results Variances 40,000 42,000 Machine-hours 70,000 71,400 1,400 U Direct labor wages Supplies 20,000 21,300 1.300 U Maintenance 20,100 20,100 Utilities 18,800 19,000 200 U Supervision 41,000 41,000 67,000 67,000 Depreciation Total 236,900 239,800 2,900 U "I just can't understand all the red ink, Jaski complained to the supervisor of another department. "When the boss called me in l thought he was going to give me a pat on the back because I know for a fact that my department worked more efficiently last month than it has ever worked before. Instead, he tore me apart. I thought for a minute that it might be over the supplies that were stolen out of our warehouse last month. But they only amounted to a couple of hundred dollars, and just look at this report. Everything is unfavorable Direct labor wages and supplies are variable costs; supervision and depreciation are fixed costs; and maintenance and utilities are mixed costs. The fixed component of the budgeted maintenance cost is $12,100; the fixed component of the budgeted utilities cost is S12,800