Tavia Limited manufactures a plastic gasket that is used in automobile engines. The gaskets go through three processing departments: Mixing, Forming, and Stamping. The company's accountant (who is very inexperienced) has prepared a summary of production and costs for the Forming Department for October, as follows: *$ 22,420 81,480 Work in process inventory, October 1 (8,000 units; materials 100% complete; conversion costs 78% complete) Costs transferred in from the Mixing Department Material added during October (added when processing is 50% complete in the Forming Department) Conversion costs added during October Total departmental costs 27,600 96.900 $228.400 $228,400 Forming Department costs assigned to: Units completed and transferred to the Stamping Department (100,000 units @ $2.284 per unit) Work in process, October 31 (5,000 units, conversion costs 25% complete) Total departmental costs assigned *consists of costs transferred in $8,820; materials $3,400; and conversion costs $10,200. $228.400 After mulling over the data above, Tavia's president commented, "I can't understand what's happening here. Despite a concentrated effort at cost reduction, our unit cost actually went up in the Forming Department last month. With that kind of performance, year-end bonuses are out of the question for the people in that department." The company uses the weighted-average method in its process costing. Required: 1. Prepare a report for the Forming Department for October showing how much cost should have been assigned to the units completed and transferred to the Stamping Department and to the ending work in process inventory. 2. Explain to the president why the unit cost appearing on the report prepared by the accountant is so high