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This study aims to systematically analyze the literature on the implementation of external evaluation systems and accreditation management in improving the quality of Islamic education. It also seeks to provide a more comprehensive understanding of best practices that can be applied by Islamic educational institutions in responding to increasingly complex quality demands. Using the Systematic Literature Review (SLR) method with the PRISMA (Preferred Reporting Items for Systematic Reviews and Meta-Analyses) approach, this study identifies themes, strategies, and challenges found in previous studies. Articles were identified from Google Scholar, Garuda, and ScienceDirect databases within the 2012–2024 period. The selection process involved a step-by-step screening of titles and abstracts, resulting in 15 main articles for further in-depth review. The findings indicate that external evaluation functions as a strategic instrument to enhance accountability, transparency, and quality control in educational institutions. Key themes identified include the importance of a Total Quality Management (TQM) culture, the strategic role of Management Information Systems (MIS) in data governance, and the gap between administrative compliance and substantive quality improvement. This study concludes that effective accreditation management requires a shift from a bureaucratic approach toward a culture of continuous improvement integrated with Islamic values and oriented toward overall educational quality enhancement.

The research method employed is a descriptive qualitative approach, with data collection techniques including observation, in-depth interviews, and documentation. Informants for this study consisted of the school principal, teachers, students, and community members. The research findings indicate the implementation of quality assurance management. First, a plan is developed related to the vision and mission as the goals to be achieved. Second, organization by the Madrasah Quality Assurance Team focuses on quality. Third, implementation involves a series of activities, such as teacher training and the implementation of a structured evaluation system. Fourth, for control, the principal and the QAT (Quality Assurance Team) actively motivate all school elements. Fifth, the guidance phase involves continuous control through periodic monitoring and evaluation of the quality assurance program's implementation, supported by the PDCA (Plan-Do-Check-Act) theory. Efforts to enhance trust include an emotional approach, offering programs that align with community needs, and consistently providing updates on student progress through social media