To transform the nation's manufacturing industry into one that is robust and inventive, human management strategies such as the use of soft TQM practices must be established. Soft TQM practices are viewed as a vital management strategy for product (PD) and process (PC) innovation that will enable firms to successfully navigate their digital transition. The goal of this research is to build a holistic knowledge of the impact of five soft TQM practices including top management commitment (TMC), empowerment (EM), training (TR), involvement (IN), and teamwork (TE) on PD and PC among manufacturers. Using 222 valid data, the artificial neural network (ANN) results show that IN has the largest impact on PD with a 100% normalized relative importance (NRI), followed by EM (78.35%), TMC (44.95%), TR (35.03%), and TE (28.41%). Whereas TR (NRI: 100%) has the greatest influence on PC, it is trailed by IN (95.63%), TE (91.36%), EM (43.40%), and TMC (40.29%). This study's findings allow for a more thorough understanding of the value of soft TQM, with the goal of promoting the development of novel knowledge through the use of dynamic capability theory for PD and PC.