Total sales were $2,340,000 for 30,000 units. Management failed to be able to buy enough direct materials to produce the required units for ending inventory nor to keep the required direct materials on hand for ending inventory requirements due to a shortage of WHAM during the quarter.

Total Production for the 3rd quarter was 30,000 units. Vaughan uses the LIFO inventory method. Regarding WHAM, Vaughan purchased and used 18,100 pounds at a total cost of $239,010. Vaughan used 60,500DLH (direct labor hours) to make the 30,000 units at a total labor cost of $895,400. The actual Variable FOH was $121,000 and actual Fixed FOH was $21,000.

Even though Production ended up being 30,000 units, the cash borrowings indicated by the static budget dictated that Vaughan borrow money ($174,000) on the last day of August and they did so. They also paid it back at the end of September as budgeted.

Selling and Administrative expenses totaled $303,800. $206,800 was variable and the rest was fixed. We have not covered S&A variances, but nevertheless, the difference between what actually occurred and what should have happened (the flexible budget) can still be illuminating.

(a) standard cost card for a widget.

(b) flexible budget performance report comparing actual production/sales to a flexible budget of such sales/costs

Fexible Budget and Standard Cost Project Inserted for reference: ster Budget Sales Budget Liasa puluget