ICT in Business - 3D Printers

New product development - Flexibe or Bendable Mobile Phones

The indestructible Twinkie may survive!

One of the best-known US snack food brands may survive as its bankrupt owner revealed it is in talks with 110 potential buyers.

Hostess Brands, which makes the Twinkie, is due to liquidate itself after a labour dispute. An advisor to Hostess said that the suitors now include at least five national retailers.

Hostess is also seeking final approval to wind itself down for good, which was tentatively approved last week.

But the bakers union, Hostess' second-largest union, is asking the judge to appoint an independent trustee to oversee the liquidation, saying that the current management "has been woefully unsuccessful in its reorganisation attempt".

The update on the sale of the company's brands came as Hostess sought approval to give its top executives bonuses totalling up to $1.8m as part of its winding down. The company says the incentive pay is needed to retain the 19 corporate officers and "high-level managers" during the liquidation process, which could take about a year.

Source: BBC Business News

Fast Food Workers Protest

Pamela Waldron makes $7.75 an hour as a cashier at the KFC in New York's Penn Station, where she has worked for eight years.

That's just 50 cents above the New York state minimum wage. The 26-year old nursing student, and mother of two, says she has asked for a raise but her pleas have gone unheeded for weeks.

Finally, on Thursday, around lunchtime she joined a protest of about 40 fast food workers who walked out of their shifts, carrying placards and shouting slogans to bring attention to their cause of fighting for higher wages and the right to unionize. The protest was held outside a Burger King (BKW) near Penn Station.

Raymond Lopez, a 21-year old shift manager at the midtown Manhattan McDonald's, was one of the workers protesting Thursday morning. Lopez makes $8.75 an hour, after working at the hamburger joint for two years. Despite a 40-hour work week, Lopez works two more jobs to supplement his income, a part-time job at a condominium and at a caterer to pay his bills and his $500 student loan payments each month.

"I wouldn't be able to survive just working at McDonald's," he said.

According to Jonathon Westin, the organizing director for New York Communities for Change, workers like Lopez can't afford rent or to put food on the table with their meager wages.

Source: CNN

Rosabeth Moss Kanter - Tip of the Day

Management Guru Rosabeth Moss Kanter believes in lists!

“Lists are one of my favorite management tools. Lists following meetings confirm the agreements. Lists of guidelines or instructions serve as reminders, and free our minds from the burden of remembering small things instead of thinking of big things. "To do" lists ease the worry that something will fall through the cracks, such as an important phone call or a child's dentist appointment. Lists make it possible for people to back up each other and do things the same way. The best thing about lists is that they help us get where we are going more directly and effectively.

The first time I had the pleasure of flying in a small private charter plane, I watched the pilot open a manual and read it before taking off. My reaction was utter fright. I thought I was with a student pilot who didn't know enough to operate the plane. Omigosh! I kept my eye on the emergency exit for the entire flight. Later I learned that reading the checklist is a requirement for every pilot, no matter how experienced. Presumably for the same reason that Dr. Gawande found that checklists reduce errors in surgical procedures. It is not a blow to professional pride to ask for directions. It is not a sign of weakness to read the instructions.

Lists work well when you make your own, too. When feeling overwhelmed by challenging projects or the juggle of many balls in the air, there is nothing more comforting than making a list. The longer the list, the better! That way, nothing is forgotten, no step left to chance. And we get the enormous satisfaction of checking off small items en route to the bigger goal.”

Sir Alex Ferguson - a model of leadership and motivation

Manchester United manager is celebrating his 26th year on the job while those around him appear as secure as a kindergartner's milk teeth. Thirty percent of Premier League managers last less than a year. Since Ferguson was appointed in 1986, Manchester City have had 19 men fill the role. Liverpool have had 10. As he approaches his 71st birthday, Sir Alex has defied countless predictions of his demise and, in Liverpool, Arsenal, Chelsea and Manchester City, battled enough rivals to fill out a comic-book movie franchise.

Deciphering the answer to that question has been complicated by the fact that the media-wary Ferguson has often cut an opaque figure. So a recently published Harvard Business School case study, "Managing Manchester United," is an unexpectedly detailed mine of information on the topic. Tracing Ferguson's journey from moderately able footballer to leader of one of the world's most successful clubs, the riveting 25-page document, written with the United manager's heartfelt cooperation, examines his management philosophy and identifies the skills necessary to survive and thrive under the conditions of hysterical stress known as the English Premier League.

Ferguson is portrayed in the case study as a coherent, self-aware and honest man whose drive to win is matched only by his hunger for control. United's chief executive, David Gill, compares the Scot's role at the club to that played by the late Steve Jobs at Apple. Equal parts tactical genius, psychologist, moral guide, sports scientist, negotiator, motivator and charismatic figurehead, the Glaswegian, who left high school at age 16, understands the management task far surpasses that of winning games with an able first team. It is about building a strong, sustainable organization.

"The first thought for 99 percent of newly appointed managers is to make sure they win -- to survive," Ferguson is quoted in the report. "They bring experienced players in, often from their previous clubs. But I think it is important to build a structure for a football club -- not just a football team. You need a foundation. And there is nothing better than seeing a young player make it to the first team."

Above all, the case study underlines Ferguson's unparalleled skills as a talent evaluator and manager. The coach admits he inculcates a winning culture by sourcing industrious, committed players who share his abhorrence of defeat, without ever losing sight of the basic thought pattern that fills their minds.

"Football management ... in the end is all about the players," Ferguson said in the report. "You think you are a better player than they are, they think they are a better manager than you are."

The case study is littered with evidence of Ferguson's humour. It is worth purchasing simply to savor his creative description of "Fergie Time," but to read the report is to marvel anew at the nature of Ferguson's achievement -- how a man who never attended university, let alone Harvard Business School, discovered the natural ability to lead such an inherently complex operational system as Manchester United.

However, perhaps the case study forgets that while Fergie never went to university, he did learn his trade under some legendary managers while as a player at Rangers such as Scot Symon and from his mentor who made him assistant manager of Scotland – the equally legendary Celtic and Scotland manager Jock Stein.

Fergie also started early as a manager at East Stirlingshire and indeed even got the sack from St Mirren. However remarkable his success in managing Manchester United is, he and many other observers are in no doubt that his greatest achievements were when in charge of Aberdeen, who not only broke the Old Firm stranglehold on the Scottish League, but he took them to European success beating the mighty Real Madrid in Gothenburg. Something he will never top at United, not matter how many times he wins the European Champions League.

Business schools see the value of lessons in real estate

To survive through the uncertainty of the global recession, property sector companies have had to change the way they operate and in turn educators, including business schools that host real estate MBAs and electives, have had to evolve their curriculum’s to better prepare their students for the current environment.

Required courses on real estate law, development and finance at graduate institutions such as the Wharton school at the University of Pennsylvania that teach real estate MBAs, are on the increase. The way it is taught also has to change.

“The courses don’t change but the content does. If I taught the same lectures as I did seven years ago, students would think I was crazy,” says Joseph Gyourko, professor of real estate and director of the Zell/Lurie Real Estate Center at Wharton.

“For example, in 2007 there was almost a quarter of a trillion dollars in commercial mortgage-backed securities issuance and last year there was almost zero. The world has changed and students have become aware the world has changed.”

Wharton also puts emphasis on related subjects including real estate economics, urban fiscal policy, the relationship between government policy and private development, international real estate markets as well as the aesthetic and technical considerations of architecture.

For more please click here:

http://www.ft.com/cms/s/2/103c6156-330d-11e2-aa83-00144feabdc0.html#axzz2Dh8e5plW

Would the economy be better off without MBA students?

The Economist is having an interesting debate on whether employing MBA students is the answer to the current economic crisis.

http://www.economist.com/debate/debates/overview/241?fsrc=scn/tw_ec/business_education

Tom Peters Advice

I asked the legendary Tom Peters (co-author of In Search of Excellence, educator and one of the world’s prominent business gurus and speakers) what was the best bit of advice he would give to students. And here was his reply:

“Show up. Work hard. Help others. Volunteer for ugly tasks. Learn something new every day. Build a broad network. Smile.”

Inspirational stuff. Thank you, Mr Peters.

Tom Peters website is www.tompeters.com

W. Edwards Deming

W. Edwards Deming (1900-1993) changed our lives by developing better ways for people to work together. Deming was educated in engineering and physics and became an early student of statistics. In his native USA Deming’s ideas were thought to be too radical. He was an outsider. His big break came when he was invited to Japan as part of the US rebuilding programme after the Second World War.

He developed his philosophy helping Japanese export industries to recover following World War II. He said he could teach them to produce quality goods more cheaply than quantity, a revolutionary idea in 1950. He told them to treat manufacturing as a system rather than “bits and pieces.” He said to include the supplier and the customer in the system and to use feedback from the customer to continually improve products, services and processes. He also said to continually improve both the people in the system and the communication between them. And he said that decisions should be based on facts and data.

His ideas were adopted by Japanese auto and electronic export companies who would dominate against his homeland. Key ideas were satisfying customers, close ties with suppliers, empowering workers, managing for quality, and eliminating layers of management and hierarchy.

US News & World Report listed Deming’s philosophy, along with St. Paul, the numerous pre-Columbian discoveries of America and Napoleon’s conquest of Europe, as one of history’s nine hidden turning points.

Deming would evoke disbelief in his management seminars when he insisted that 94 percent or more of all problems, defective goods or services came from the system, not from a careless worker or a defective machine.

His famous 14 points formed the basis for the TQM or Total Quality Management theory.

Here are the 14 points in full:

11.    Aim for continuous improvement of product and service, with the aim to become competitive, stay in business and to provide jobs.

&2.      ;Adopt the new philosophy. We are in a new economic age. Western management must awaken to the challenge, must learn their responsibilities, and take on leadership for change.

&3.      Cease dependence on inspection to achieve quality. Eliminate the need for massive inspection by building quality into the product in the first place.

44.   ;End the practice of awarding business on the basis of a price tag. Instead, minimize total cost. Move towards a single supplier for any one item, on a long-term relationship of loyalty and trust.

&5.    Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.

&6.      Institute training on the job.

&7.      ;Institute leadership. The aim of supervision should be to help people and machines and gadgets do a better job. Supervision of management is in need of overhaul, as well as supervision of production workers.

&8.      Drive out fear, so that everyone may work effectively for the company.

&9.      Break down barriers between departments. People in research, design, sales, and production must work as a team, in order to foresee problems of production and usage that may be encountered with the product or service.

&10.   Eliminate slogans, exhortations, and targets for the work force asking for zero defects and new levels of productivity. They only create adversarial relationships.

a.     Remove quotas from the factory floor. Substitute with leadership.

b.      Eliminate management by objective. Eliminate management by numbers and numerical goals. Instead substitute with leadership.

a11Remove barriers preventing pride in ones work. Quality is more important than numbers.

112 Remove barriers preventing managers having pride in their work. Abolish merit ratings & management by objectives. management by objectives.

&13.   Institute education and self-improvement.

&14.   Put everybody in the company to work to accomplish change. Change is everybody's job.

Deming is still remembered as Japan awards the Deming Prize for companies and individuals which celebrate excellence in quality.

London to Sydney in 4 Hours

The successor to the ill fated 1980s HOTOL concept (Horizontal Takeoff and Landing) called Skylon is off and running. Skylon has been named ‘Son of Concorde’ but it really is the descendant of HOTOL, which was a British engineering dream back in the excesses of the 1980s.

The new Skylon jet could travel at speeds over 4,000 mph and make any destination possible in under 4 hours, meaning a potential revolution in global travel. Travelling from London to Sydney would only take just over 4 hours to cover nearly 12,000 miles! Pricing would be aimed at first class or business class, which would make it feasible.

When will we see this incredible machine carry passengers? Who knows? It is still a way off from commercialisation, however there is no doubt that it will eventually happen.

The implications for the airline industry is remarkable and indeed it would change the way business is done in the world. Investing in  a far off country for firms wouldn’t seem to costly or indeed inspecting branches or factories for managers wouldn’t be such a chore.

Sources: Daily Mail & BBC

Operations & Production - Tunnock Factory Tour a Sell Out

Tunnock’s are having to turn away tourists desperate to learn the secrets of the caramel wafer because of a two-year waiting list. The number of visitors who want a tour of the famous factory has soared.

Eric Cruickshank, 27, from Glasgow, said: “I was trying to book a tour for my wife’s birthday.

“I couldn’t believe it when they told me they were fully booked until 2014. It would probably be easier to get into Willy Wonka’s factory.”

Fergus Loudon, from Tunnock’s, said: “The tours have become increasingly popular.

“I get calls from people from all over the world who want to book their place.

“We are an iconic and very strong brand and people want to see the whole process of how we make our biscuits.”

The free tours of the factory in Uddingston, Lanarkshire, operate six months a year but annual visitor numbers are limited to fewer than 10,000. Fans are shown around the plant where 10million biscuits are made every week

Source: Daily Record

So that rules out any Higher Business Management visit in the near future. Boo hoo.

Queen Mary 2

QUEEN MARY 2 is the most magnificent ocean liner ever built, renowned for her transatlanic crossing, she seamlessly combines impeccable service, luxurious accommodation and exquisite dining with modern innovations.

STATS FOR THE QM2

Gross Tonnage	150,000 tons (approx.)
Length	1132 feet (345 metres)
Beam	135 feet (41 metres)
Beam at Bridge	147 feet 6 inches (45 metres)
Draft	32 feet 8 inches (10 metres)
Height	236 feet 2 inches (72 metres)
Passengers	2,620 (3,090 max)
Decks	19 (17 pax)

Top 10 Largest Ships Ever

Another top 10 list, this time the largest ships ever. As you can imagine, the vast majority are all oil supertankers or cargo ships.

1. Seawise Giant

Seawise Giant

Seawise Giant is the biggest ship of the world ever built till present.  Seawise Giant, later Happy Giant, Jahre Viking, and Knock Nevis, was a ULCC supertanker and the longest ship ever built, and possessed the greatest deadweight tonnage ever recorded.

Fully laden, her displacement was 657,019 tonnes (646,642 long tons; 724,239 short tons), the heaviest ship of any kind, and with a draft of 24.6 m (81 ft), she was incapable of navigating the English Channel, the Suez Canal or the Panama Canal. Overall, she was generally considered the largest ship ever built,as well as the largest self-propelled manmade object ever built.

2. Pierre Guillaumat (supertanker)

Pierre Guillaumat (supertanker)

It was the 2nd biggest ship ever built in the history of mankind but it didn’t last quite long enough as was expected. Pierre Guillaumat was a supertanker, built in 1977 by Chantiers de l’Atlantique at Saint-Nazaire for Compagnie Nationale de Navigation. Pierre Guillaumat, which was the third vessel of Batillus class supertankers (the other three, slightly smaller, were Batillus, Bellamya and Prairial), is distinguished as the biggest ship ever constructed, surpassed in size only by Seawise Giantbuilt in 1976, and only subsequently lengthened, although the four ships of the Batillus class had a larger gross tonnage.

3. Batillus

Batillus

Batillus was a supertanker, built in 1976 by Chantiers de l’Atlantique at Saint-Nazaire for the French branch of Shell Oil. The first vessel of homonymous Batillus class supertankers. Batillus, together with her sister ships Bellamya, Pierre Guillaumat and Prairial, was one of the biggest ships in the world, surpassed in size only by Seawise Giant (later Jahre Viking, Happy Giant and Knock Nevis) built in 1976, and extended in 1981, although the four ships of the Batillus class had a larger gross tonnage.

4. Prairial (supertanker)

Prairial (supertanker)

Prairial was a supertanker, built in 1979 by Chantiers de l’Atlantique at Saint-Nazaire for Compagnie Nationale de Navigation. Prairial, which was the fourth and final vessel of Batillus class supertankers (the other three were Batillus, Bellamya and Pierre Guillaumat).

5. Esso Atlantic

Esso Atlantic

Esso Atlantic is one of the most popular historic names in the big ships category. This huge ship used to be the best in its time and has served the world with its consistent services level of straight 35 years. Basically it was an Oil tanker with the deadweight tonnage capacity of almost 516,000 tones.

6. Emma Mærsk

Emma Mærsk

In the list of top 10 biggest ships of the world, Emma Maerskis currently the biggest ship which is still in service. Along with this title,Emma Mærsk is the first container ship in the E-class of eight owned by the A. P. Moller-Maersk Group. When she was launched in 2006, Emma Mærsk was the largest container ship ever built.

7. TI class supertanker

TI class supertanker

TI class supertankeI Oceania is one of the most attractive ships ever built with massive capacity transferring crude oil. TI Oceania is a huge Oil Tanker still in the working condition even after a tough journey routine of 9 years.

8. Globtik Tokyo

Globtik Tokyo

Globtik Tokyo touched the surface of water in February 1973 for its first voyage. It was one of the biggest oil tankers of its time with the length of 1,243 feet and a massive deadweight tonnage capacity of almost 484,000 tons. Along with this huge weight lifting capacity, Globtik Tokyo had a top speed of 16 to 17 knots. Globtik Tokyoserved the world continuously for a straight 13 years until its life ended.

9. Jarmada class

Jarmada class

Jarmada class started off on July 1975 to carry oil to different corners of the world. With the length of 1,225 feet and the speed of almost 16 knots, Jarmada class has made many successful voyages.

10. MS Vale Brasil

MS Vale Brasil

MS Vale Brasil, owned by the Brazilian mining company Vale, is the world’s largest bulk carrier.Designed to carry iron ore from Brazil to Asia along the Cape route around South Africa, she is the first of seven 400,000-ton very large ore carriers (VLOC) ordered by Vale from Daewoo Shipbuilding & Marine Engineering in South Korea and twelve from Jiangsu Rongsheng Heavy Industries in China.While close to the specifications of Chinamax, these ships are generally referred to as Valemax vessels by Vale.

For more information please go to: http://oddstuffmagazine.com/top-10-worlds-largest-ships.html

Administration - Principles of the Data Protection Act

These specify that personal data must be:

1. Processed fairly and lawfully.

2. Obtained for specified and lawful purposes.

3. Adequate, relevant and not excessive.

4. Accurate and up to date.

5. Not kept any longer than necessary.

6. Processed in accordance with the “data subject’s” (the individual’s) rights.

7. Securely kept.

8. Not transferred to any other country without adequate protection in situ.

Administration - Repetitive Strain Injury

A common issue that crops up in Administration exams revolves around RSI or Repetitive Strain Injury. This occurs when workers keep doing the same thing over and over. It is very common in Offices and can result in bad eyesight, sore backs and neck pain.

Here is a graphic outlining the solutions to the issues.

Top 10 Chocolate Bars in the UK

I have been trying to find information on the best selling chocolate bars in the UK. The only top 10 list I can find is this:

10. Snickers

9. M&M’s

8. Trident

7. Reese’s

6. Dove/Galaxy

5. Milka

4. Cadbury Dairy Milk

3. Orbit

2. Extra

1. Kit Kat

I am unsure of the reliability of the figures and indeed there are no sales figures. If anyone can help please let me know as I would like to use correct information when discussing this with my classes.

Almaty Towers by Norman Foster

Almaty, Kazakhstan’s largest city and financial capital seems intent on outdoing the capital city of Astana with these planned twin towers. The towers are 48 floor skyscrapers to be named “Almaty Financial District Fosters Towers”. At 708 feet, they will be the tallest buildings in Kazakhstan when completed.

New towers and smaller buildings around it will house offices, residential apartments as well as retail spaces on the lower floors. The design also incorporates 1,600 space three story underground garage for the occupants.

This is the latest in a long line of projects Sir Norman Foster has designed either in the former Soviet Union or in Asia.

Kindle Sales on Fire

Kindle Fire sales are apparently fantastic. However, Amazon aren’t willing to share the figures just yet.

Kindle Milestones:

Cyber Monday 2012 was the biggest day ever for Kindle sales worldwide.

The top 4 spots on the worldwide Amazon best sellers list since launch nearly three months ago are Kindle e-readers and Kindle Fires.

To celebrate Cyber Monday, Amazon.com offered a special deal—just $129 for the Kindle Fire. Customers flocked to the deal, making this the biggest Cyber Monday deal ever for Amazon.com.

Kindle Fire HD is the most gifted and most wished for product on Amazon worldwide since launch.

9 out of the top 10 best-selling products on Amazon worldwide since 9/6 are Kindles, Kindle accessories and digital content.

By not revealing actual numbers, Amazon prevents anyone from answering the most interesting single question at the moment: How are the Kindle Fire models doing now that they’re competing with Apple’s iPad Mini?

Apple, which usually does talk in terms of specific numbers, told us that it sold 3 million iPad minis, thoug we can assume Kindle Fire isn’t selling as fast because Amazon would surely crow!

Source: Time Magazine

Business News - Focus on Germany

US AIRLINES STRUGGLE IN WAKE OF SANDY

US Airways said late Monday in a filing that Sandy reduced fourth quarter earnings by $35 million, including $15 million in October and $20 million in November. The carrier said bookings fell 13% in the days leading up to and following Hurricane Sandy, from October 24 through November 3. Close-in bookings, made zero to 13 days prior to departure, which generally involve higher ticket prices, fell by 21%. November passenger revenue per available seat mile fell by 2% and, as a result, will be flat compared with a year earlier, US Airways said.

BOLTON FIRM BOUGHT OUT BY GERMANS

Edbro, a Bolton business which develops hydraulic cylinders and systems for commercial vehicles, has been acquired by a German firm.

JOST has bought Edbro for an undisclosed sum from French business Caravelle.

David Nesbitt, managing director of Edbro, which was founded in 1916 and employs 200 staff, said the business would benefit by becoming part of a global company.

“We will be able to grow our sales faster and access new markets through JOST's global sales and distribution network,” he said.

JOST supplies a range of components for vehicles and has sales and production facilities in 18 countries.

SIEMENS TRAINS LATE AGAIN

German industrial conglomerate Siemens AG (SI) said Wednesday it is unable to deliver on time an order of high-speed trains to Germany's train operator Deutsche Bahn in early December.

Originally, the 16 intercity-express trains (ICE), which have already been paid for, should have been delivered at the end of 2011, but due to technical problems Siemens couldn't keep the delivery date.

The most recent delay is due to problems with the train control systems that have occurred during testing in the last weeks, the company said.

The delays have already had a financial impact on Siemens, which booked nearly 70 million euros ($89.8 million) in charges in the first quarter of the 2011/2012 financial year due to delays caused by a slow supplier.

VOLKSWAGEN TARGET CHINA IN ORDER TO BECOME WORLD’S No. 1

As Volkswagen AG plots a course toward its goal of becoming the world’s biggest automaker by 2018, it’s increasingly clear that the path to global dominance runs through places like Lanzhou, in western China.

The capital of landlocked Gansu province, which borders the Gobi Desert, is home to a total of 11 dealerships for VW and its sister brands, Audi and Skoda. With a population of 3.6 million, and GDP per capita of about $4,100, Lanzhou is the type of smaller city away from China’s prosperous east coast that VW is targeting in its next phase of expansion.

“Volkswagen’s early entry into China meant that our outlets focused on bigger, developed cities,” said Soh Weiming, the carmaker’s China Executive Vice President. “Now, we have to expand beyond them.”

Less-developed Chinese cities are VW’s “bread and butter,” Soh said in an interview at the Guangzhou Autoshow on Nov. 21.

Sources: Fox Business News, Forbes, BusinessWeek

A380 vs. Boeing 747-400

Here is a comparison of the Airbus A380 with the Boeing 747-400. This is from http://www.howstuffworks.com/ which is a useful website for Business students.

This comparison is based on the basic configuration of the A380, although several variations are planned, including the A380F (for freight).

Photos courtesy Airbus SAS (left) and Chris Sloan Airbus A380 illustration (left) and Boeing 747-400

	Airbus 380	Boeing 747-400
Measurements
Wingspan	79.8 m (261 ft 10 in)	64.4 m (211 ft 5 in)
Length	73.0 m (239 ft 6 in)	70.7 m (231 ft 10 in)
Height	24.1 m (79 ft)	19.4 m (63 ft 8 in)
Weight: Empty	610,700 lbs (277,000 kg)	393,263 lbs (178,756 kg)
Weight: Max Takeoff	1,234,600 lbs (560,000 kg)	875,000 lbs (397,000 kg)
Capacity/Layout
Crew	2	2
Passengers (three-class arrangement)	555	416
Seating configuration	Two decks, two aisles per deck	Two decks, two aisles main deck
Miscellaneous
Range	8,000 nm (14,800 km)	7, 260 nm (13,450 km)
Service ceiling	43,000 ft (13,100 m)	41,000 ft
Top cruising speed	Mach 0.88 (299 m/s)	Mach 0.92 (313 m/s)
Long-distance cruising speed	Mach 0.85 (289 m/s)	Mach 0.85 (289m/s)
Powerplant	4 Rolls-Royce Trent 900 turbofans (initially 70,000 lb thrust; cleared at 80,000 lb thrust) or 4 Engine Alliance GP7200 turbofans (approx. 82,000 lb thrust)	4 Pratt & Whitney PW4062 turbofans (63,300 lb thrust) or 4 Rolls-Royce RB211-524 H2-T (59,500 lb thrust) or General Electric CF6-80C2B5F (62,000 lb thrust)
*Sources: Airbus.com; Boeing.com; Airliners.net; Rolls-Royce.com; Pratt-Whitney.com; AirGuideOnline.com