Kenco is a small organization which thinks it is a fortune 50 company. They are so obsessed with achieving ISO compliance and 5S that they lose money in the process and then wonder why. Having worked for other transportation companies I understand that work areas and processes need to be streamlined, but painting lines for pallet jacks and expecting them to be exactly within them is a little overboard.
The other issue with this company is the senior management, they are living in the past and need to get on board with the rest of the industry, which is fast moving and doesn't take months to make $2000 business decisions. Kenco is very good about promoting from within, however the management fails to see that this is not always the best practice, as a result there are leaders who don't understand P&L, and are too sympathetic towards employees because they once had the same position. The HR structure also makes it very difficult to remove under performing employees.
Front line operations tend to be servilely hampered by poor communication from the management, as a result employees are often ill prepared or do not have the authority to handle simple issues which then must be escalated.
As I mentioned in the beginning, Kenco is a small company which thinks it's a large one. By this I mean most of their process, software, and structure, mimic that of large corporations. The issue here is that Kenco, implements these on the cheap, and often misses crucial steps for the process to be successful
