A solution to such problems is to develop a flexible budget, in which the budgeted amounts vary in relation to some measure of organizational activity. In terms of our previous example, flexible budgeting would entail dividing the budget for each line item in the general superintendent’s department into its fixed and variable cost components. In this way, budget standards would be automatically adjusted for any unplanned increases (or decreases) in production. Thus, any differences between these adjusted standards and actual costs can more appropriately be interpreted.