“Toyota does not want individual employees to ‘own’ their standardized work, and uses job rotation so no one employee owns any one job.… Once the process is operating at some level of stability, employees are challenged to develop better methods, but the methods are always reviewed by others, including management. So it is the work team with their team leader and group leader that collectively ‘own’ the tasks to be accomplished.” 

The Toyota Way Fieldbook by Jeffrey Liker & David Meier (McGraw-Hill, 2006) p. 123.