Printing Spreadsheets: 3.3. Scattergraph

FIA MA1 September 2019 to August 2020 89
3.3. Scattergraph
3.4. Pie chart
4. Printing spreadsheets
In Excel, the printing controls are:
Margins: sets margins around what’s printed out.
Orientation: landscape of portrait paper orientation
Size: paper size eg A4, A3
Print area: allows specific areas to be printed
Only on OpenTuition you can find: Free ACCA notes • Free ACCA lectures • Free ACCA tests • Free ACCA tutor support • The largest ACCA community
Breaks: specifies how the spreadsheet is to be split up for printing on

different pages
Background: allows an image to be displayed as a background
Print titles: specifies rows and columns to repeat on each printed page.
Question 1
A business has three major costs: labour, material, other expenses.
For a given year, which sort of chart would be most suitable for comparing the size of these
costs?
A Scattergraph
B Line graph
C Pie chart
D Bar chart
Question 2
A company has 8 branches and has a spreadsheet where each month’s sales are listed, showing:
month, value, branch.
Which function would be used to display only 2 out of the 8 branches?

A Filter
B Rank
C Sort
D Sum
Question 3
What does the ‘Rank’ function do?
A Rearranges a spreadsheet by rank (size) of a column values.
B Shows in which position, in ascending or descending, order an item would be ranked.
C Shows certain values only
D Sums values above a certain amount
ANSWERS TO EXAMPLES
Chapter 1
Example 1
(a) All overtime has been properly worked. Overtime sheets should be authorised by the
employees’ supervisors or managers. For example, by signing the sheets.
(b) A time sheet is obtained from each employee. When time sheets are received they could be
marked off against a list of employees so that missing ones are identified.
(c) The total hours on each time sheet have been correctly added up. The calculations should be
checked by another person and ideally, the time sheet signed or stamped to show that this has
been done.
Example 2
Suggest fields (attributes) that might usefully be held in inventory records for a shop
๏ Product code
๏ Product description
๏ Cost price per unit
๏ Selling price per unit
๏ Quantity in stock
๏ Reorder level
๏ Supplier contact details
๏ Units sold in the period
๏ VAT rate
Chapter 2
Example 1
Suggestions:
Examples of internal information: sales, purchases, wages and other expenses, inventory held, cost of
producing an item, profitability of an item, amounts owing to and from the company, cash in the
bank.
Examples of external information: competitors’ prices, interest rates, exchange rates, details about
competing products, technological developments, market size and growth rate, customers’
assessment of us, forthcoming price changes.
Example 2
Suggestions:
Financial/non-financial: Value of sales/number of products sold to customers which needed

maintenance.
Quantitative/non-quantitative: Market share as a % /customers’ opinions of us
Historical/future estimates: Costs for the first three months/costs for the next nine months
Routine/ad-hoc: Monthly management accounts/special report on a customer who

went into liquidation
Numerical/graphical A table showing sales per country/a pie chart showing sales in each
European country.
Example 3
The provision of non-financial, non-quantitative information is important because financial

information does not capture everything that is of significance. For example, financial information
might show that sales have declined but that will not explain why they have fallen. The cause might
be that our goods have gained a reputation for poor quality. Financial information often records the
results not the causes.
Chapter 3
Example 1
(Any three for each category)
Purchases: purchase requisitions, purchase orders, goods received notes, purchase invoices
Sales: sales orders, delivery/despatch notes, sales invoices
Inventory: goods received notes, materials requisition notes, bin cards, despatch notes
Chapter 4
Example 1
Any three of:
Precise
Concise
Enables automatic processing
Checking
Example 2
Simple to use
Understandable
Concise
Precise
Expandable
Chapter 5
Example 1
Contribution = 500 x $(20 – 8) = $6,000
Profit = $6,000 - $4,000 = $2,000
Chapter 6
Example 1
Cost/unit = (3,000,000 + 1,500,000)/120,000 = $37.50
Efficiency percentage = standard hours for production achieved/actual hours.

= 100 x120,000 x 5/580,000 = 103.4%
Capacity utilisation percentage = actual hours worked/budgeted hours

= 100 x 580,000/500,000 = 116%
Production volume ratio = actual production/planned production

= 100 x120,000/100,000 = 120%
Gross profit percentage = 100 x 2,000,000/5,000,000 = 40%
Net profit percentage = 100 x 500,000/5,000,000 = 10%
Expenses to sales = 100 x 1,500,000/5,000,000 = 30%
ROCE = 100 x 500,000/4,000,000 = 12.5%
RI = 500,000 – 7% x 4,000,000 = $220,000
Chapter 7
Example 1
Date Units Unit price

1 April Opening inventory 1,000 5.00
5 April Purchased 500 6.00
9 April Sold 200 N/a
14 April Purchased 600 5.50
21 April Sold 1,200 N/a
FIFO
Sale of 200 on 9 April: assumed to be units from opening inventory: 200 @ $5 = $1,000
Sale of 1,200 on 21 April: assumed to be the 800 remaining from opening stock plus 400 from the
purchase on 5 April: 800 @ $5 + 400 @ $6 = $6,400
Closing inventory will be all the 600 purchased on 14 April plus 100 left from the 5 April purchase =
600 @ $5.50 + 100 @ $6.00 = 3,900.
LIFO
Sale of 200 on 9 April: assumed to be units purchased on 5 April: 200 @ $6 = $1,200
Sale of 1,200 on 21 April: assumed to be the 600 from the purchase on 14 April (600 x 5.5 = $3,300)
plus 300 remaining from the purchase on 5 April: 300 @ $6 = $1,800, plus 300 from opening stock @$5
= $1,500. Total cost of those sales = $6,600
Closing inventory will be all from opening stock: 700 @ $5.00 = $3,500
Cumulative weighted average
Date Units Unit Cumulative weighted

price average
1 April Opening inventory 1,000 5.00 5,000
5 April Purchased 500 6.00 3,000
1,500 @5.333 [8.000/1,500 = 5.3333]
8,000
9 April Sold (200) @5.333 (1,067)
1,300 @5.333 6,933
14 April Purchased 600 5.50 3,300
1,900 @5.386 10,233
21 April Sold (1,200) @5.386 (6,463)
Closing stock 700 @5.386 3,770
Cost of sales = $1,067 + $6,463 = 7,530
Closing inventory = $3,770
Periodic weighted average
Value of purchases plus opening stock = $5,000 + $3,000 + $3,300 = $11,300
Units purchased plus in opening stock = 1,000 + 500 + 600 = 2,100
Periodic average = 11,300/2,100 = 5.381
Cost of sales = (200 + 1,200) x 5.381 = 7,533
Value of inventory = 700 x 5.381 = 3,767
Chapter 8
Example 1
Note: each unit is expected to take 40/80 = 0.5 hours
Basic wages for 44 hours = 44 x $6 = US$264

Overtime premium 4 x $6 x ⅓ = 8
Extra units 10 x $5 = 50
Overtime premium that could be associated with the extra units
10 x 0.5 x $6 x ⅓ = (10)
312
Example 2
Gross wages 38 x $10 = US$380

Tax and other deductions 25% x (380 – 100) = (US$70)
Net pay US$310
Payroll taxes $380 x 10% US$38
Total payments by employer to tax authorities = $70 + $38 = $108
Example 3
Wages control account
31/3 Work in progress account 36,000
31/3 Work-in-progress account 4,000
1/4 Cash (paid to employees) 28,000
15/4 Cash (paid to tax authorities) 12,000
40,000 40,000
Chapter 9
Example 1
Cost Basis of apportionment Total Preparation Assembly Canteen

Rent Floor area 4:5:1 45,000 18,000 22,500 4,500
Insurance Machine value 94:80:6 5,400 2,820 2,400 180
Canteen Employees 8:6:2 12,000 6,000 4,500 1,500
Power 75%,20%,5% 40,000 30,000 8,000 2,000
consumption
Total 102,400 56,820 37,400 8,180
Example 2
Costs apportioned into preparation department = $61,494
Costs apportioned into assembly department = $40,906
Preparation department Assembly department

Product Budgeted Machine hours Labour hours Machine hours Labour hours
volume per unit unit per unit unit
Product A 10,000 units 2 2.5 1 3
Product B 6,000 units 3 1 1 4
Total budgeted labour hours in preparation department = 31,000
Overhead absorption rate/labour hour in preparation = 61,494/31,000 = $1.98
Total budgeted labour hours in assembly department = 54,000
Overhead absorption rate/labour hour in preparation = 40,906/54,000 = $0.76
Product A overheads: 2.5 x 1.98 + 3 x 0.76 = 7.23
Product B overheads: 1.0 x 1.98 + 4 x 0.76 = 5.02
Chapter 10
Example 1
Job 666 Quantity Unit price $
$
Material – stores 20 15 300
– special 1 150 150
Labour – basic 30 9 270
– supervisor 3 15 45
Overheads 33 4 132
Total 897
Example 2
Batch 7777 Quantity Unit price $

$
Material – stores 2000 10 20,000
– special 500 4 2,000
Labour – Dept A 90 12 1080
– Dept B 40 10 400
Overheads 130 3 390
Total for the batch 23,870
Cost per unit made in batch 7777 = 23870/900 = $26.52
Example 3
Input costs less sale of normal loss =
2,000 x $5 + 200 x $12 + 200 x 3 – 100 x 0.8 = 12,920
Expected output = 2,000 x 0.95 = 1,900
Cost per unit = $6.80
Process account
Units $ Units $
Material 2,000 10,000 To finished goods 1,900 12,920
@ 6.80
Labour 2,400 Sale of scrap (cash) 100 80
@ 0.8
Overheads 600
2,000 13,000 2,000 13,000
Example 4
Equivalent units produced = 21,000 + 2,000 x 40% = 21,800

Cost per equivalent unit = (23,000 x 6 + 300 x $10 + 300 x 5) = US$6.5367
Cost of completed output = 21,000 x $6.5367 = 137,271
Value of work-in-progress = 2,000 x 40% x 6.5367 = 5,229
142,500
Process account
Units $ Units $
Material 23,000 138,000 To finished goods 21,000 137,271
@6.5367
Labour 3,000 c/f as WIP 2,000 x 5,229
(closing inventory) 0.4 x
6.5367
Overhead 1,500
23,000 142,500 23,000 142,500
WIP b/f 2,000 5,229
(opening inventory)
Chapter 11
No answers
Chapter 12
No answers
ANSWERS TO TESTS
Chapter 1
Question 1
B The expense of wages goes up and the asset of cash goes down.
Question 2
C The asset of cars increases and the liability to the garage increases.
Question 3
D The liability to the supplier goes down and the asset of cash goes down.
Question 4
A This is the general ledger
Question 5
B Remember GIGO (garbage in, garbage out)
Question 6
C Reference (standing) data is fairly static; on-line real-time processing means files are up-to-date.
Chapter 2
Question 1
B The three purposes of information that were described were planning, controlling and decision-
making
Question 2
C 2 and 3 will be particularly meaningful as they draw attention to matters that might need
attention. Lists of all items are certainly data but are often not very meaningful or helpful.
Question 3
D 1, 2 and 4 relate to external financial reporting. Only 3 relates to cost and management
accounting.
Chapter 3
Question 1
Question 2
Question 3
Question 4
B (120 – 40 + 90 = 170)
Question 5
Question 6
B Glue and polish would be indirect and not traced to each product individually.
Question 7
D Supervision and maintenance would be classified as indirect as these are not traced to
individual products
Chapter 4
Question 1
C Asset, non-current, accumulated depreciation, motor vehicles
Question 2
C Income is not part of the statement of financial position
Question 3
B This is a hierarchical code
Chapter 5
Question 1
B Postage will increase with business activity
Question 2
D Rent will be constant until the new factory has to be taken on
Question 3
C Fixed element = basic wage. Variable element = bonus
Question 4
B It is material but not traceable to each unit of production
Question 5
C By definition
Question 6
C By definition
Question 7
Chapter 6
Question 1
B Sales – costs = profit
Question 2
B Each car is a cost unit
Question 3
D Sales – costs = profit, so the manager is responsible for all or these plus investment.
Question 4
A The efficiency ratio is: standard hours for production achieved/actual hours. Therefore a ratio of
110% implies efficiency as actual hours would be less than standard
Question 5
B The capacity utilisation ratio is: actual hours worked/budgeted hours. If this ratio is only 90%
fewer hours were worked than expected implying poor use of the factory.
Question 6
C The production/volume ratio is: actual production/planned production. This says nothing about
how efficient production actually was – only that (perhaps deliberately) a different quantity was
produced than originally planned.
Question 7
C By definition
Chapter 7
Question 1
C Remove from raw material and introduce to WIP
Question 2
A 90,000 to be sold, but inventory can fall by 10,000.
Question 3
C Must buy enough to deal with 15,000 being used in production and to increase inventory by 500
kg.
Chapter 8
Question 1
D Basic and overtime hours at the basic rate are direct labour costs. The overtime premium is
indirect.
Question 2
C Employer’s payroll taxes are not a deduction from employees’ wages.
Chapter 9
Question 1
D Depreciation is usually related to cost.
Question 2
D Maintenance could depend on how long machines run for, the number of machiness that have
to be serviced and the cost (size and complexity) of the machines. Apportioning according to
net book value runs the risk of apportioning least to the oldest (most depreciated) machines but
presumably old machines would require more maintenance.
Question 3
B By definition
Question 4
B Actual costs = 13,000. Absorbed = 1,900 x 12,000/2,000 = 11,400.
So $1,600 under-absorbed
Question 5
C Actual costs = 46,000. Absorbed = 19,000 x 50,000/20,000 = 47,500.
So $1,500 over-absorbed
Chapter 10
Question 1
D Net cost = $9,000 - $100 = $8,900
Good output expected = 2,900
Cost per unit = $8,900/2,900 = 3.07
Question 2
B Cost = $10,000
Equivalent units produced = 4,000 + 210 = 4,210
Cost per equivalent unit = 10,000/4,210 = $2.38
Chapter 11
Question 1
Question 2
Question 3
Question 4
Question 5
Question 6
Question 7
Chapter 12
Question 1
Question 2
Question 3

Printing Spreadsheets: 3.3. Scattergraph

Uploaded by

Copyright:

Available Formats

You might also like

Printing Spreadsheets: 3.3. Scattergraph

Uploaded by

Document Information

Original Description:

Original Title

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Printing Spreadsheets: 3.3. Scattergraph

Uploaded by

Copyright:

Available Formats

FIA MA1 September 2019 to August 2020 89

3.4. Pie chart

Margins: sets margins around what’s printed out.

Orientation: landscape of portrait paper orientation

Size: paper size eg A4, A3

Print area: allows specific areas to be printed

Breaks: specifies how the spreadsheet is to be split up for printing on

Background: allows an image to be displayed as a background

A business has three major costs: labour, material, other expenses.

Which function would be used to display only 2 out of the 8 branches?

Financial/non-financial: Value of sales/number of products sold to customers which needed

Quantitative/non-quantitative: Market share as a % /customers’ opinions of us

Routine/ad-hoc: Monthly management accounts/special report on a customer who

The provision of non-financial, non-quantitative information is important because financial

(Any three for each category)

Sales: sales orders, delivery/despatch notes, sales invoices

Any three of:

Enables automatic processing

Contribution = 500 x $(20 – 8) = $6,000

Profit = $6,000 - $4,000 = $2,000

Cost/unit = (3,000,000 + 1,500,000)/120,000 = $37.50

Efficiency percentage = standard hours for production achieved/actual hours.

Capacity utilisation percentage = actual hours worked/budgeted hours

Production volume ratio = actual production/planned production

Gross profit percentage = 100 x 2,000,000/5,000,000 = 40%

Net profit percentage = 100 x 500,000/5,000,000 = 10%

Expenses to sales = 100 x 1,500,000/5,000,000 = 30%

ROCE = 100 x 500,000/4,000,000 = 12.5%

RI = 500,000 – 7% x 4,000,000 = $220,000

Date Units Unit price

Sale of 200 on 9 April: assumed to be units purchased on 5 April: 200 @ $6 = $1,200

Cumulative weighted average

Date Units Unit Cumulative weighted

Cost of sales = $1,067 + $6,463 = 7,530

Closing inventory = $3,770

Periodic weighted average

Value of purchases plus opening stock = $5,000 + $3,000 + $3,300 = $11,300

Units purchased plus in opening stock = 1,000 + 500 + 600 = 2,100

Periodic average = 11,300/2,100 = 5.381

Cost of sales = (200 + 1,200) x 5.381 = 7,533

Value of inventory = 700 x 5.381 = 3,767

Note: each unit is expected to take 40/80 = 0.5 hours

Basic wages for 44 hours = 44 x $6 = US$264

Gross wages 38 x $10 = US$380

Payroll taxes $380 x 10% US$38

Total payments by employer to tax authorities = $70 + $38 = $108

Cost Basis of apportionment Total Preparation Assembly Canteen

Costs apportioned into preparation department = $61,494

Costs apportioned into assembly department = $40,906

Preparation department Assembly department

Total budgeted labour hours in preparation department = 31,000

Overhead absorption rate/labour hour in preparation = 61,494/31,000 = $1.98

Total budgeted labour hours in assembly department = 54,000

Overhead absorption rate/labour hour in preparation = 40,906/54,000 = $0.76

Product A overheads: 2.5 x 1.98 + 3 x 0.76 = 7.23

Product B overheads: 1.0 x 1.98 + 4 x 0.76 = 5.02

Batch 7777 Quantity Unit price $