For the past four years, Takeharu Shinga represented the Japanese pioneer in rheology engineering in Europe, as the President of RHEON AUTOMATIC MACHINERY GmbH. Before taking on a new role in Japan this spring, as the Operating Officer, Director of Development & Designing Department, he granted BBI an interview at the company’s Düsseldorf headquarters, speaking about Rheon’s unique perspective on baking industry processes, its approach to innovation and providing bakers in each market with the solution to fit their exact needs.
Catalina Mihu: Rheon does not simply export technology. Instead, solutions specifically address each market. What criteria determine the adaptations that should be made for different markets?
Takeharu Shinga: Rheon was founded in Japan in 1963. Not long after that, we opened a branch office in Europe to explore the region’s markets, particularly those highly advanced in mechanical machinery. We researched whether our technology could be compatible with the market. Our founder, Torahiko Hayashi, found that not only was it possible, but a technology similar to the automated encrusting machine he had invented did not exist in Europe at the time. This is a very flexible and versatile encrusting machine. It was first designed and sold for Japanese sweets, but it can also make other products, traditional in various European markets. Its inherent flexibility made this adaptation easy.
This was the starting point; we provide quite a wide range of different equipment solutions for the bakery industry now. Following the success of the encrusting machines, we brought the idea of stress-free technology in baking to Europe. At the time, suppliers would ask the customers to be the ones to adapt their recipe and process to the equipment. We decided to learn more about this and, after extensive research, we developed equipment especially designed for European bakers. That was the starting point of Rheon’s success story on this market. The strategy was similar for the US. Our founder, Mr. Hayashi, pieced together an image based on the information we found and the
extensive research we did, much like an artist, I could say. He listened to what customers in Europe had to say, and those in the US. This is how some directions took shape and ideas were adapted to both markets and beyond, to baking practices all over the world.
Mihu: What were the first products in Europe for which you saw an opportunity to offer Rheon machines? And how has the market expanded since?
Takeharu Shinga: The encrusting machines were introduced to make Knödel (potato dumplings), which are very common in Germany, for example. Other specialties were pierogi products, cookies and different ethnic sweets. We started by trying to educate the people, to help them understand the features of the encrusting machine, and then offering the equipment for sale. Nowadays, we have a great variety of equipment choices that we can adapt to different requests.
Now, there are three main streams of solutions available: encrusting machines, big industrial lines for bread and pastry, and compact bakery equipment, all of which are very successful. The complete lines integrate our extrusion and dividing equipment for the type of products requiring them.
Mihu: Rheon’s European subsidiary doesn’t serve only Europe, but also Africa and the Middle East. How does Rheon work from here, in Germany, to serve all these regions?
Takeharu Shinga: We have agents in almost every country, and we have a long history together with them. They know our equipment very well, so we rely on them to act like a subsidiary in the country, while speaking the customers’ own language, understanding the culture and the meaning of their actions.
Each agent has a different strong point because of their history and background with customers. In addition, we can educate them on the other categories, step by step, so they are also able to propose new concepts and products, helping new equipment enter their market. We organize regular meetings where we share information and show new equipment, so they can find the best Rheon equipment for their market. With the information that is coming from the agents and from the bakeries in these countries, we can recognize market trends. Based on that information, we create new ideas, we suggest options, or more possibilities than what’s already available in each market.
“Our founder proudly chose the name Rheon because we know rheology. Whenever somebody joins the company, this is the starting point. Everybody first joins the technical department and studies the process. This doesn’t happen in any other company.”
Takeharu Shinga
Mihu: After expanding from Japan to branches in the US and Europe, what could further progression look like?
Takeharu Shinga: We already have a branch office in Taiwan and a service office in Shanghai, supporting sales and technical services in China. If the market is growing in Africa or other regions, why not; the management in Japan is evaluating all options.
Leadership transition at Rheon Europe
As a part of company-wide organizational changes announced in March, Hideaki Oshima is the new President RHEON AUTOMATIC MACHINERY GmbH, representing the company in Europe. He replaces Takeharu Shinga in this role.
Hideaki Oshima previously served as Director of the Sales Department at Rheon.
From April 2026, Takeharu Shinga has been assigned as Operating Officer, Director of Development & Designing Department, based in Japan.
Mihu: What aspects are particularly in your focus currently, in each of the three categories of solutions you offer? In what areas do you see growth?
Takeharu Shinga: While we can propose some products, our equipment is flexible to support change and experimentation. During COVID, for example, we were able to grow while many machinery manufacturers saw decreasing demand, because our customers could quickly switch to the next product if what they were making wasn’t successful – and then the next, and the next. This is where RHEON machines excel, and the market showed us that this flexibility has been more and more in demand. This is why Rheon equipment is perfectly suited for this period.
For an example of a product trend, mochi ice cream was very popular in Japan some years ago. We sold machines for this product to meet the huge demand there. We introduced the equipment to the international market, too, but the interest is only growing now, decades after the equipment’s launch. Someone in the UK took an interest in mochi ice cream and decided to give it a try; they made a good product and a nice promotion campaign. And it worked, it sells. The market is growing, with help from viral content such as TikTok videos. We are just a machinery manufacturer and will propose product ideas, but it is the customer’s demand or imagination that can open new markets and create new things. This trend for mochi ice cream is now spreading to other countries, too, from Romania to Greece or Russia. It is becoming a standardized product in mainstream supermarkets, not just specialty stores.
For bakery products, our advantage is in creating better quality products through longer fermentation, a higher level of hydration and by using sourdough, for instance. These types of dough are difficult to handle by machines. That’s where we have a big advantage. Customers come to us for product testing with little expectation, based on their experience. We show them how we can add more water, or we can leave the dough longer. People who see the test results are very surprised by the excellent results we achieve. We’ve been very successful with solutions for this category of high-quality products.
“For bakery products, our advantage is in creating better quality products through longer fermentation, a higher level of hydration and by using sourdough. That’s where our machines
have a big advantage.”
Takeharu Shinga
Mihu: How can such a solution be used in its initial design, and how can it be modified over time?
Takeharu Shinga: The machine is already so flexible that it does not need any major changes. If some kind of modifications are required, we already have several answers ready. We do not alter the construction of a particular machine – instead, we offer other models that are better suited for the task. When customers come here for trials, at our laboratory, they test the machine that interests them and frequently also try a different alternative that we suggest might be a better solution, as we analyze their needs for the product and process.
Testing makes perfect
Mihu: What aspects will indicate to the Rheon team which machine is the best fit for a product?
Takeharu Shinga: Rather than a checklist, the recommendation is based on our experience and our knowledge. We carry out trials, we look at their process together and we have a detailed conversation on what they want to achieve.
Mihu: The Düsseldorf subsidiary is home to a 2,700 sqm laboratory equipped with the latest machines for full-scale testing. What testing projects can be carried out here?
Takeharu Shinga: It’s difficult to say. For example, we’ve recently had a customer who just wanted to see the machines. They asked what we could do, so we said, “everything”. But still, it’s good to have a concept of a project, because there are only so many products that can be seen over a two-day visit. It might be easier to say what we cannot show: at the moment, we have no pastry line, because we sold it; we are waiting for the new one to be delivered.
Mihu: That’s a good problem to have.
Takeharu Shinga: The machinery in the laboratory is getting more and more diverse. Because some customers need their equipment very fast, we offer the possibility of them getting a machine that has already been built, in this case. The equipment is here, and it can be immediately shipped. We are regularly updating our laboratory setup to satisfy customer demand.
Mihu: What does a working visit to the laboratory look like?
Takeharu Shinga: We have several laboratories. We might have four customers visiting one day, for example. Then, we ask, can all of us see one another during the visit? Often, they say ‘yes, why not’. One visitor be making some cookies, while others are here test baking a nice bread. It can be very beneficial to visitors as start talking between themselves and together with us: “We have a bakery, could we also try something like this?” This is certainly a very big advantage for us.
Mihu: What is the standard delivery time, when there is no need for an emergency, ‘showroom purchase’? Are the machines built in Japan, or elsewhere, too?
Takeharu Shinga: We have a design department and a manufacturing department in Japan. Everything is organized in Japan, and we are a subsidiary company in Europe, with a sales office. So, we keep a stock of standard machines here, for shorter delivery times. For small machines, the standard delivery time is around two to three months; for bigger systems, the timing can vary depending on their size and the complexity of the project – they can be ready to ship from six months to a year.
Torahiko Hayashi developed the world’s first automated encrusting machine in 1961 and founded Rheon Automatic Machinery Co., Ltd. in 1963, with the goal of modernizing food production worldwide
Mihu: What types of smaller machines are most requested?
Takeharu Shinga: Our encrusting machines and the VX-222 Twin Divider, a stress-free machine – these two are very much specialized for the European market.
Mihu: And what trends are you observing regarding big lines?
Takeharu Shinga: In Europe, we see new companies going into business, especially in the eastern and Balkan countries. As the market is more dynamic in these areas, we are already in contact with people there.
We have a lot of different types of equipment, from croissant lines to bread lines and even pita and flatbread lines; many different items. This is our interesting point, for me: working for every kind of system and for any production model, every day. One day, we might have a huge meat producer here; the next day, a croissant producer could be visiting from a different country. This is our advantage, having a wide variety of equipment.
Mihu: Having such a wide equipment variety, do you have a specialist for each type of system or product, when visitors come to Düsseldorf for testing?
Takeharu Shinga: When someone new joins, they start in one particular area, of course. But nowadays, everybody is becoming more flexible with all types of machines. For example, we might hire a German master baker for categories of bakery specialties specific to Germany. But now they also have the opportunity to study an interesting machine, or a big line for croissants; everybody is increasingly expanding their knowledge. In this way, they can easily propose one of the other types of solutions that might fit a particular project.
Mihu: In addition to this analysis and consultancy in identifying or even designing the lines, what other services can you offer?
Takeharu Shinga: With the installation of each machine, we train the operators and test the products they want to produce. After the installation, we can provide assistance, for example, when introducing a new product and there is some technical difficulty or certain adjustments are needed.
High standards
Mihu: In the beginning, one pioneering technology led to the foundation of Rheon Automatic Machinery Co., Ltd: the encrusting machine. What are the newest improvements it has received and what adaptations were made for the European market?
Takeharu Shinga: On European markets, we take into account that the operator is sometimes not experienced or skilled, so the machine must be heavy-duty, easy to operate and easy to clean. These are the main points.
We are adapting to meet demands for sustainability and energy efficiency. For instance, the motors used in the machine are eco-type motors. And our equipment consumes a lot less energy compared with others. This is something we have observed after conducting trials; customers are double-checking if the necessary electricity input is correct, because they would expect it to be much higher, based on their experience. This is our investment in good design. We can always do more than is described in the equipment technical sheets. For example, the twin divider’s catalog information sheet says that it can process 800 kg/h. But this capacity applies to any kind of dough, while the machine can divide considerably more than that in the case of higher-density doughs,
for instance. We could say 2 tonnes per hour, but we choose not to promote the highest possible numbers, just because they would look better. We are a very serious company.
Mihu: Rheon seems to prefer a more ‘quiet’ communication strategy, in general. Is that true?
Takeharu Shinga: We work on educating our agents and making sure they understand the equipment, through rigorous testing, so they can convey the machine capabilities correctly. We don’t want to promote outlandish information, or to go into too much detail publicly; instead, we choose to inform our agents and important customers directly and privately. We prefer this approach as it also protects our valuable research work and our resulting technology from being copied and poorly replicated.
Mihu: How do the engineers support bakeries to design custom lines?
Takeharu Shinga: We learn all the details about their product and their process. Then we make a technical assessment of the process, even including aspects like conveyor layouts – here, synchronizing conveyor speeds is also one of the services we can provide. While the lines are made in Japan, we have a local cooperation company to adapt to customer demands together. Depending on the complexity of the system, we have several companies we collaborate with, regarding equipment not made by Rheon, but by other suppliers.
The innovation mindset
Mihu: I’d like to look at R&D, because you have a global reach and you have local experience and know-how. Here in Europe, you are able to collect a lot of diverse information from markets with distinct baking traditions. How is the R&D workflow structured?
Takeharu Shinga: In Japan, we have a very strong technical department, looking at both mechanical developments and production. They are designing and engineering the machines; they know every single detail about the products and how to solve any issue that might arise. They also work on creating new product ideas together with ingredient companies, for example.
We also have experienced people here, in Europe, who have new ideas, based on their local experience. They share these insights with the team in Japan, where this information is collected. We collaborate in this way to develop something new. The VX-222 Twin Divider is already fourth or fifth generation, for example; it was a more simple machine when it was first released. Then, based on what we learned collectively, it progressively evolved to be highly advanced and versatile.
Our machines were designed for customers to support their original recipe and achieve a higher quality. At the time, manufacturers would ask bakers to adapt their recipe to the machines, anything from using less water to shorter fermentation times. Our philosophy has always been to find solutions to produce as the bakeries intend to, for their recipes, starting from a complete understanding of their process. This is why simply trying to copy a certain machine model does not work; it couldn’t be successful without the extensive work we put into the idea. Nowadays, other companies also operate like this. We have a comprehensive understanding of how everything works.
Time flows on
Mihu: Even the name of the company comes from rheology, from understanding how the dough works. Was the Rheon name chosen to reflect this philosophy?
Takeharu Shinga: Our founder proudly chose the name Rheon because we know rheology. Whenever somebody joins the company, this is the starting point. Everybody first joins the technical department and studies the process. Only then do they move to their intended department. Even the design team passes through the technical department. This doesn’t happen in any other company. If you want to work on designing, you must first understand why we need a certain process, why you need specific parts, and so on. The top-end, high-end technology features cannot be sustained in the long run without a complete understanding of the basics of what to work with.
Mihu: The framed picture in the lobby of Rheon’s founder, Torahiko Hayashi, speaks of this focus on the technology. How is it perceived?
Takeharu Shinga: The engineer’s perspective serves the customer best, since they can give factual arguments on how to adapt and solve problems for a successful setup. Our customers like our approach. While at first, they might have wondered why they should buy equipment from Japan, when there are alternatives in Europe (especially in Europe), they understand the meaning once we start working together. It did take serious effort to open this door, but the encrusting machine was a positive first technology to introduce on the market and it helped draw interest to our work. I have been working here since 1996 and can recall the difficulties at the time. Our argument has always been science: from our studies, we understand why the solution we present is the right one for you. We found people who were open to listening and trying our encrusting machine. Step by step, we won key customers into each of our equipment categories.
Looking back now, it’s about like-minded people, finding pioneers who saw eye to eye and shared the same values we had on how mechanical needs can be met. They started to try the solutions we recommended. Trying new things is important!
That was a key starting point. Nowadays, we are not necessarily recognized in Europe as a Japanese company. The name Rheon doesn’t indicate where we come from, but what we do. We have been here for more than 55 years; please consider us a German company, but one that has a mindset, a strategy and a philosophy that are still very much Japanese, working together with German people. Things have completely turned around from how they were in 1996 and now we see that our approach is understood and appreciated. I am so proud to see how our activity is changing mindsets.
V4 Stress Free Dividers
Rheon VX-222 Twin Divider
The VX-222 accurately portions the dough sheet at a desired weight or length. The double-lane layout, together with Rheon’s Gravimetric Method® cutting system, allows a wider portioning range from larger products with 1-lane to smaller products with 2-lane cutting.
The technology:
+ Changeable roller width and adjustable thickness – it is designed to easily adjust the dough thickness
+ Accurate weighing and cutting system – it allows processing doughs on one or two rows without switching the blades
+ Easy cleaning and maintenance – its side covers open from both sides, for easy access
The European market
Mihu: You started working in Germany in 1996 and have been Managing Director since from 2022 until March 2026. What were the milestones of your work at Rheon in between?
Takeharu Shinga: In 1996, I was in the technical department, and then I changed to sales. Immediately after, I relocated to the US market for six years, and then back to Japan, where we established a marketing department. I returned to Germany with all the experience of these years, ready to manage the office here.
Mihu: You have a history with the office in Germany and can see how it has evolved over time. How does that help you in your work?
Takeharu Shinga: That is the point. I know the market and the people and that’s now the starting point when working with new clients.
Mihu: What strategy changes have you made since you took the helm of Rheon Europe?
Takeharu Shinga: Increasing our visibility opportunities is one. I am looking at changing the way we communicate. From the same perspective, we also changed the color of our logo, from green to blue. We used to have different colors in each market – green in Europe, blue in Japan, gold in the US and red in Asia. One of the reasons behind individual market colors was that the variety of equipment was different. With digitalization, everything is now accessible, though. Our new president, Mr. Kobayashi, said, “Let’s march together in one color all over the world.” So, we are becoming blue.
Mihu: How are the different offices working together? What level of independence does each subsidiary have?
Takeharu Shinga: We do collect and use information, but the markets are different, so it’s not so easy to transfer ideas. However, we know what the other offices are doing.
Mihu: And how has working with clients changed?
Takeharu Shinga: Our approach is to focus more on what the customer is saying. Of course, we have our direction and messages we want to convey, too. But we are intently listening more.
There is an old story in Japan: will the sun or the wind make people want to take off their coats? With strong enough wind, maybe they will remove them. But the easy way to do it is with the sun. People will not push against it then.
“The stress-free dough feeder delivers the dough using its own weight. Gravity does the work. The rollers then slowly move the dough, without pushing or applying any pressure to the dough.
We just let the dough flow. That’s how the bread line was developed to process wet dough, for a product that’s now one of the biggest trends in Europe.”
Takeharu Shinga
New arrivals
Mihu: On the European website, there are several systems listed that are coming soon. One of them is a ciabatta line. When are they expected to become available?
Takeharu Shinga: They are already selling on the Asian market. We are starting to see a demand for certain types of products, such as filled brioche, for example. The AD Line (a line that combines the V4 series with the Cornucopia series) is used for these products, so we are bringing this idea to the market. The AD line is available now in Japan and it will be launched in Europe this year.
Mihu: Bread is a highly competitive market. What elements make Rheon lines stand out?
Takeharu Shinga: Our stress-free extruder is a basic component and the idea behind all our bread systems. We entered the market for this category of equipment with a European customer who wanted to make a certain product with a high-hydration dough and could not find the right solution. Rather than saying it was impossible, we said, ‘Let us try’. Our founder made it possible with certain process adjustments. The stress-free dough feeder delivers the dough using its own weight. Gravity does the work. The rollers then slowly move the dough, without pushing or applying any pressure to it. We just let the dough flow. That’s how the bread line was developed to process wet dough, for a product that’s now one of the biggest trends in Europe.
Mihu: What can you share from your plans in Europe at the moment? What can you share from your agenda?
Takeharu Shinga: Our business is running well and our sales are growing. We are always introducing new equipment, and we will have new releases soon (some of which are not yet on our website).
Rheon headquarters in Düsseldorf, Germany
…and new ideas
Mihu: Japan has, probably, the greatest snacking diversity in the world. Do you see product trends traveling to Europe, like we are seeing mochi on the market?
Takeharu Shinga: There are questions about different kinds of products that started as innovations in Japan and companies would like to introduce them in Europe, too. That’s when we sell the big lines; for other opportunities, we bring the customer to Japan, where we also have the factory acceptance test. Of course, during this time, we have a chance to do market research and visit supermarkets, where customers can easily find a lot of new ideas, which, for us, are standard in terms of technology. They are surprised to learn how certain products they liked can be made with their Rheon machines, with certain adjustments. Visiting us in Japan is an entirely different experience than passing by our stand at an exhibition, for example.
Mihu: How often are you asked for additional, optional components for new product ideas after a market study like this?
Takeharu Shinga: This happens very frequently and we are also promoting new product ideas. Questions always come – and ideas – when people see and taste the products.
Mihu: So today, it’s not a disadvantage at all that you are not a German company in the European market. On the contrary?
Takeharu Shinga: That’s right. But we know the market here, which is paramount. This is why customers trust us with their existing or new products.
Mihu: In addition to visits to Japan, you also organize events here, in Düsseldorf. You had some events in your agenda in February. How are they organized?
Takeharu Shinga: We host our in-house events, which can be held over two or three days. They include small seminars for existing and potential customers. Our local agents help recommend people who could be interested, for the events’ guest list. It’s more interesting than exhibitions, because we are not limited in what we can show and we can carry out several demonstrations. We focus on different themes from our three streams – for example, one of the recent seminars was on dividing and various dividing machines.
Mihu: What opportunities you see in advancing automation at the moment in the baking industry?
Takeharu Shinga: I have seen a lot of opportunities in the baking industry all over the world. There is no single answer; developments are different, case by case. In my factory visits, I see space is a constraint: bakeries want to invest in increasing automation, but they prefer to do so while staying in small facilities.