The firm$$s client Capro Manufacturing Products has been using FIFO process costing for tracking the costs of its manufacturing activities. However, in recent months, the system has become somewhat bogged down with details. It seems that, when the company purchased Brown Electronics last year, its product lines increased six$-$fold. This has caused both the accountants and the suppliers of the information, the line managers, great difficulty in keeping the costs of each product line separate. Likewise, the estimation of the completion of ending work$-$in$-$process inventories and the associated costs has become very cumbersome. Don Springboard, the CFO of the company has asked you for recommendations to improve the situation