Miller Toy Company manufactures a plastic swimming pool at its Westwood Plant. The plant has been experiencing problems as shown by its June contribution format income statement below: Flexible Budget Actual Sales (3,000 pools) $ 179,000 $ 179,000 Variable expenses: Variable cost of goods sold* 33,390 44,540 Variable selling expenses 11,000 11,000 Total variable expenses 44,390 55,540 Contribution margin 134,610 123,460 Fixed expenses: Manufacturing overhead 50,000 50,000 Selling and administrative 75,000 75,000 Total fixed expenses 125,000 125,000 Net operating income (loss) $ 9,610 $ (1,540 ) *Contains direct materials, direct labor, and variable manufacturing overhead. Janet Dunn, who has just been appointed general manager of the Westwood Plant, has been given instructions to “get things under control.” Upon reviewing the plant’s income statement, Ms. Dunn has concluded that the major problem lies in the variable cost of goods sold. She has been provided with the following standard cost per swimming pool: Standard Quantity or Hours Standard Price or Rate Standard Cost Direct materials 3.6 pounds $ 2.00 per pound $ 7.20 Direct labor 0.5 hours $ 6.60 per hour 3.30 Variable manufacturing overhead 0.3 hours* $ 2.10 per hour 0.63 Total standard cost per unit $ 11.13 *Based on machine-hours. During June, the plant produced 3,000 pools and incurred the following costs: Purchased 15,800 pounds of materials at a cost of $2.45 per pound. Used 10,600 pounds of materials in production. (Finished goods and work in process inventories are insignificant and can be ignored.) Worked 2,100 direct labor-hours at a cost of $6.30 per hour. Incurred variable manufacturing overhead cost totaling $3,000 for the month. A total of 1,200 machine-hours was recorded. It is the company’s policy to close all variances to cost of goods sold on a monthly basis.