Chennai Manufacturing Company (CMC) is a small manufacturer based in southern India. CMC?s controller, Asha Pandey, recently implemented a standard costing system and has decided to use it as a planning and control tool. The following information is available for two of its products (A and B):

Total overhead was budgeted at $4,618,000, 32.5% of which accounted for the fixed portion. Actual variable overhead incurred during the year amounted to $3,122,620, which accounted for exactly 70% of the total overhead incurred. The production system is highly machine intensive, and overhead was allocated accordingly. Standard/budgeted price is computed by adding a 12% markup to the standard product cost and then rounding it up to the nearest dollar. Assume that there were no changes in inventory levels for direct materials, WIP, and finished goods.

Required:

1. Prepare a performance report that compares the actual results with the static budget. What is the static budget profit variance for the year?

2. Prepare a performance report that compares the actual results with the flexible budget for the year.

3. How much of the flexible budget profit variance is accounted for by the individual manufacturing variances? Show all the calculations, and label each variance as favourable or unfavourable.

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Product A Product B Standard Actual Standard Actual Direct materials: Kilograms/unit (SQI) 12.00 12.80 90.00 84.00 $38.50 $38.20 $4.60 $4.90 Price/kilogram (SP) Direct labour Hours/unit (SQI) 0.022 0.018 0.440 0.470 $12.00 $11.80 $13.40 Wage rate/hour (SR) $12.00 2.40 Machine-hours/unit (SR) 0.80 0.85 2.40 Units budgeted to be produced 1,500,000 20,000 1,440,050 Units produced and sold 21,040 $510.00 $459.00 Selling price/unit