Curtis Klassen was reviewing his files when we noticed that he was missing some information that he needed to prepare a presentation on the recent month's performance that he is scheduled to make in two days. He searched, scratched his head and made a few calls to try to collect some data to help him with the variance analysis portion of the performance report. This is what he could find/recollect:

1. The company actually produced and sold the quantity that it had planned to sell

2. The company budgeted to purchase 4,800 litres of direct materials using a standard of 1.60 litres per unit. Actual price for direct materials was higher than the budgeted price 
of $11.80 per litre by $0.40. However, the company saved 0.04 litres per unit.

3. There was no difference between the budgeted and actual wage rates. However, 500 additional labour hours were consumed compared to the budget, and this resulted in a 
variance of $8,000.

4. Budgeted variable overhead for the month was $45,000 using a POHR of $6 per direct 
labour hour

5. Actual total variable overhead was lower than the budgeted amount by $200.

Required


Compute the following:

1. Budgeted and actual quantity of output sold

2. Standard and actual quantities of direct materials and direct labour

3. Standard and actual (1) price of direct materials, (2) rate for direct labour and (3) rate 
for variable overhead

4. All variances for the three types of resources