I'm having problems balancing everything, so I revisted my Schedule of Expected Cash Collections from sales, by month, and in total. Can you review this and see where I'm going wrong. Things aren't added.

Davis Dry Goods distributes silk ties. You are in charge of creating Davis master budget for the upcoming second quarter, April-June 2015.

Davis desires a minimum ending cash balance each month of $11,000. The ties are sold to retailers for $9 each. Recent and forecasted sales in units are as follows:

January (actual) . . . . . . . . . 20,000

February (actual) . . . . . . . . 24,000

March (actual) . . . . . . . . . . 28,000

April . . . . . . . . . . . . . . . . . . 35,000

May . . . . . . . . . . . . . . . . . . 45,000

June . . . . . . . . . . . . . . . . . . 60,000

July . . . . . . . . . . . . . . . . . . 40,000

August . . . . . . . . . . . . . . . 36,000

September . . . . . . . . . . . . . 32,000

The large build-up in sales before and during June is due to Father's Day. Ending inventories are supposed to equal 90% of the next month's sales in units. The ties cost the company $5 each.

Purchases are paid for as follows: 50% in the month of purchases and the remaining 50% in the following month. All sales are on credit, with no discount, and payable within 15 days. The company has found, however, that only 25% of a month's sales are collected by month-end. An additional 75% is collected in the following month. Bad debts have been negligible.

The company