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Reintroducing All-Fill

All-Fill has outgrown its traditional auger filler roots while flourishing into a “new collar” manufacturer that isn’t afraid to take risks. Take a look inside this family-owned machine builder driven by emerging leaders.

In 2018, All-Fill’s Exton, PA headquarters underwent a $2.8 million facility renovation that modernized all aspects of the office
In 2018, All-Fill’s Exton, PA headquarters underwent a $2.8 million facility renovation that modernized all aspects of the office

Amidst the chaotic and almost uncertain state of manufacturing—caused by COVID-19, the generational workforce shift, and the growing skills gap—All-Fill is embracing the chaos and thriving because adaptation and risk propel them. 

All-Fill has been providing auger fillers to the packaging industry for more than 50 years. But over the last couple of years, the OEM has exploded in growth and capabilities. From facility renovations to unique acquisitions, and a strategic branding move, All-Fill’s young management team is the definition of “new collar” manufacturing. 

Richard Edginton founded All-Fill Inc. in 1969 after working as a shop manager for Diehl Mateer Company, a U.S.-based auger filler manufacturer. All-Fill gradually gained market share in the auger filler space until it became an industry leader by the mid 1980’s. In 1999, Glenn Edginton, Richard Edginton’s son, took over as All-Fill’s president until 2014. While 90-year-old Richard Edginton still visits All-Fill every Wednesday to interact with employees, the company is now led by Richard Edginton’s grandsons Ryan Edginton, president and CEO, and his brother Kyle Edginton, who is the company’s executive vice president. 

“We consider ourselves very fortunate that we have this opportunity to run such a great business,” says Kyle Edginton. “We owe a lot of credit to the previous generations like my grandfather and my father.” Screen Shot 2020 10 09 At 10 10 59 Am

Blending tradition and new school techniques

“Because I’m 40, and Kyle is 38, we have an unbelievable opportunity,” says Ryan Edginton. “While our company is rooted in old school principles and values, as younger guys that are now leading the show, we don’t have anything inhibiting us from growing. We are able to make decisions because it looks and feels right, and we get to offer a different perspective by pairing the technological marketing aspect and aggressive sales techniques to cater to the culture of our buyers right now.”

Ryan and Kyle Edginton don’t answer to a board of directors, which enables All-Fill’s ability to play big when it comes to acquisitions and sales. And because of this approach, the All-Fill team has had to adopt a workflow that they refer to as ‘organized chaos.’ A lot of decisions are made at opportunistic times, which means that the OEM and its employees not only need to be nimble and flexible, but Ryan and Kyle Edginton have to be hands-on in all aspects of running All-Fill.

“We can be aggressive when it comes to price, lead time, or rearranging the schedule because we are hands on in running our company, and we control the whole entire process,” Ryan Edginton says. “We manufacture everything under one roof, which gives us added flexibility.” 

It also gives them a unique approach. For example, being vertically-integrated and manufacturing and stocking an excess of inventory precludes All-Fill from implementing lean techniques, a common practice used by many manufacturers to minimize waste and maximize productivity. 

“It would be virtually impossible for us to follow lean manufacturing guidelines, because if we did, we would lose our number one selling point, our aggressiveness and that ability to make decisions on the fly,” Kyle Edginton says.

All-Fill receives many custom orders that frequently evolve past its original plans, which is why the OEM needs to adapt on the spot.

“There are always things that are thrown your way, and our company culture has embraced the organized chaos,” Ryan Edginton says. “There is always a plan to follow from the start, but when it comes down to making the customer happy, sometimes you have to walk onto the floor and say, ‘We’re doing it this way now.’ We are always focused on how to keep making people happy to get the next sale. We are only as good as the next work that we book.” All-Fill is vertically-integrated and keeps a stock of spare parts and materials in-house to speed up lead times.All-Fill is vertically-integrated and keeps a stock of spare parts and materials in-house to speed up lead times.

Culture is key

“You take care of your own,” Ryan Edginton says. “You have to understand what makes your company tick. When we interview someone, I let them know that we want All-Fill to be a place where they can have a career. We want them to be here for the long haul like the people who have been here for 20, 30, and 40 years.”

Many All-Fill employees watched Ryan and Kyle Edginton grow up. Being a family-owned business, All-Fill employees of all ages naturally feel like they work with their friends and family. And technically, they do. The OEM has built a dedicated workforce based on employee recommendations. And the people who have been at All-Fill from the beginning infuse the company’s new, progressive culture with tradition and loads of tribal knowledge. 

“Our people are phenomenal at what they do, but more importantly, they’re our friends,” Kyle Edginton says. “I consider the majority of these people here to be my good friends in life, both inside All-Fill and outside. It’s really neat to be able to have that dynamic.”

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