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Laboratory Information Management Systems Revised
Expanded 2nd Edition Christine Paszko Digital Instant
Download
Author(s): Christine Paszko, Elizabeth Turner,
ISBN(s): 9780824705213, 0824705211
Edition: 2nd
File Details: PDF, 1.69 MB
Year: 2001
Language: english

The first edition was published as Laboratory Information Management Systems: De-
velopment and Implementation for a Quality Assurance Laboratory, by Mary D. Hinton
(1994).
ISBN: 0-8247-0521-1
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PRINTED IN THE UNITED STATES OF AMERICA

Preface
The concept of laboratory data management is not a new one. The evolution in
Laboratory Information Management Systems (LIMS) over the past 20 years is
astounding. There have been many changes in technology, including but not
limited to hardware advances, improved software development tools, commu-
nications, and networking, that have accelerated the development of LIMS.
It is also important that the reader be aware that a LIMS is more than software;
it is a process of integration that encompasses laboratory workflow combined
with user input, data collection (instrument integration), data analysis, user
notification and delivery of information and reporting. This book attempts to
provide the reader with an easy-to-understand explanation of each aspect of
a LIMS and a better understanding of what is important in selecting and imple-
menting a successful LIMS project. LIMS have evolved from notebooks to
spreadsheets to simple laboratory data acquisition and storage systems to com-
plex relational database systems that integrate laboratory information with
enterprise-wide computing environments to facilitate rapid access of informa-
tion throughout an entire organization. The goal of this book is to introduce
the concept of a LIMS, LIMS features, an examination of the underlying tech-
nology, and a look at the human factors involved.
To assess the future direction of LIMS, it is necessary to understand
how the current systems have evolved. Chapter 1 provides a brief historical
perspective on the evolution of LIMS and the technology that has enabled the
data management revolution, and introduces future technological trends that
will fuel the development of LIMS. Commercial LIMS have been around since
the 1980s. In addition, many organizations have designed and implemented
an in-house or ‘‘home brew’’ LIMS. The organizations that utilize a LIMS
vary greatly, from research laboratories to manufacturing laboratories to com-
mercial testing laboratories; however, they are all basically organizing their
iii

iv Preface
information to make quicker, more informed decisions and to share that infor-
mation.
The next portion of the book deals with the human element, the labora-
tory processes, and the people. Far too often this critical piece of a LIMS
implementation is overlooked. The LIMS planning committee can spend con-
siderable time and resources in selecting a LIMS. However, if those in the
laboratory are not allowed to participate in the process and are simply led to
the LIMS, the results may be less than favorable. The input from laboratory
personnel in LIMS selection is vital to selecting the right LIMS for the labora-
tory. One very real issue that hasn’t been addressed in the past is the psychol-
ogy of implementing a LIMS. Obtaining group acceptance of change in the
laboratory infrastructure and incorporation of the needs of specific groups is
critical for successful implementation. Additionally, many fear that automa-
tion (LIMS) will eliminate or seriously threaten their position in the company.
These fears are real and need to be addressed.
The next section examines LIMS in more detail and provides an over-
view of how they are used across industries. Although the functions and re-
quirements of a LIMS may vary by industry, there are shared concepts funda-
mental to all LIMS. We review a LIMS framework and discuss what the
fundamental elements of a LIMS should include, regardless of laboratory type.
The features available in a LIMS are numerous and growing rapidly. Some
features are basic to all LIMS while others are industry-specific. The role of
the Internet as it relates to LIMS is also explored. Specific LIMS features
integral to many LIMS, such as audit trails, automatic reporting capabilities
(via e-mail, fax, or printed copy), import/export capabilities and data ware-
housing will also be discussed.
The remaining chapters deal with more technical issues, including estab-
lishing laboratory requirements, outlining/ranking desirable features in a
LIMS, database design considerations, hardware and operating system require-
ments, and other fundamental considerations in selecting a LIMS. Since many
readers may have the responsibility for preparing a request for proposal (RFP),
a chapter has been included that outlines critical elements in preparing a solid
RFP and provides an example. Following the RFP process, evaluation criteria
must be established so that when the proposals are received there is already
a mechanism in place to evaluate the responses. The process of selecting and
implementing a LIMS can be relatively painless if realistic selection criteria
and a practical implementation plan are developed and followed. In addition
to satisfying basic laboratory functions such as sample tracking and data entry,
a LIMS must also comply with regulatory requirements and electronic data
security in a laboratory. Regulations are often industry-specific. An entire

Preface v
chapter is dedicated to reviewing the regulatory requirements with which a
LIMS must comply for various industries. Hardware and operating system
requirements of a LIMS must also be carefully considered. Software and hard-
ware compatibility, network design, and resource utilization are critical to the
optimization of a LIMS.
A LIMS implementation plan should be developed once a LIMS has
been selected. Chapter 11 discusses key considerations, compares phased ver-
sus ‘‘shotgun’’ implementation approaches, and provides a sample implemen-
tation plan. Validation is the last step of the LIMS implementation and often
a continual step as new functionality is incorporated. The validation process
ensures that the LIMS will meet specifications and conform to predefined qual-
ity assurance criteria. Requirements of a successful LIMS validation are dis-
cussed.
The final chapters cover the development of implementation and valida-
tion plans of the LIMS. It is important to realize that purchasing a LIMS is
not a static process; rather, it is constantly changing in response to the labora-
tory data management requirements. Advances in technology occur, these ad-
vances are transferred to the laboratory environment. One example is, Web
access to laboratory results. We have provided several pages of additional
LIMS resources, including a list of LIMS vendors, a listing of Web sites, a
comprehensive glossary of terms, and a suggested reading list. The authors
wish to thank Don Kolva and Lisa Gorenflo of ATL, Inc. for their critical
review and encouragement; Tom Jacobus and Lloyd Stowe of the USACE
Washington Aqueduct; and Kevin Dixon of the NJ-American Water Company
for their support. We also wish to thank Annie Cok of Marcel Dekker, Inc.
for her support and assistance; and David Turner, who put up with Elizabeth
usurping their computer for numerous months, for his support and encourage-
ment. It is our hope that after having read this book the reader will have a
solid LIMS knowledge base on which to build.
Christine Paszko
Elizabeth Turner

Contents
Preface iii
1. Historical Perspective 1
2. LIMS Fundamentals: Overview of Laboratory Information
System Development and Project Planning 7
3. Data Management and Basic LIMS: Functional Requirements
and Features 23
4. Data Management and Advanced LIMS: Functional
Requirements and Features 35
5. Life Cycle of LIMS Software Development 47
6. Regulatory Requirements 55
7. Hardware and Operating System Requirements 69
8. Obtaining Laboratory Personnel Input 83
9. Critical Elements in Preparing a Request for Proposal 93
10. LIMS Evaluations 101
11. Enhancing Data Quality with LIMS 107
vii

viii Contents
12. LIMS Validation 113
Appendix A: Sample Request for Proposal 163
Appendix B: Sample Scripted Demonstration 207
Index 225

1
Historical Perspective
Before we can discuss Laboratory Information Management Systems (LIMS),
we must first understand the technology and tools that enabled the creation of
these sophisticated software packages that are replacing scientists’ notebooks.
Table 1 outlines a brief description of the technological events relevant to this
through today. With the pace that technology is moving, there will undoubt-
edly be many more advancements after the publication of this book. The evolu-
tion of LIMS is an interesting one. In the beginning, there were scientists with
laboratory notebooks and everything was hand-written: dates, experimental
designs, results, comments, observations, and more. In the early days of
computer-based LIMS, there were host-based systems connected to terminals
by serial lines: all of the processing was performed on the host. Upon comple-
tion of the processing, the host would post results to the terminals within the
laboratory. These systems lacked flexibility.
Only very wealthy companies had access to these early systems and
advanced technology. They made a commitment to the LIMS concept despite
the high cost because they realized that those who could deliver the correct
information, ahead of their competition and at a competitive price, would
emerge as the market leader. These industries understood that knowledge truly
is power. The same is true today. Only today, in addition to faster and better,
the market also demands even more affordable information management solu-
tions. Today client/server LIMS architecture as shown in Figure 1 is increas-
ingly popular.
1

2 Chapter 1
Table 1 A Brief Chronology of Computers
5000 years ago, it was the abacus; that was eventually replaced by paper and pen-
cils.
1623 German scientist Wilhelm Schikard invents a machine that uses 11 com-
plete and 6 incomplete sprocketed wheels that could add and, with the
aid of logarithm tables, multiply and divide.
1642 French philosopher, mathematician, and physicist Blaise Pascal invents a
machine (the Pascaline) that added and subtracted, automatically car-
rying and borrowing digits from column to column.
1694 Gottfried Wilhem von Leibniz (1646–1716) improves the Pascaline by cre-
ating a machine that could also multiply. Like its predecessor, Leibniz’s
mechanical multiplier worked by a system of gears and dials.
1822 The Difference Engine is designed by British mathematician and scientist
Charles Babbage. Babbage’s assistant, Augusta Ada King, the Countess
of Lovelace (1815–1842) and daughter of English poet Lord Byron, is
instrumental in the machine’s design. In the 1980s, the US Department
of Defense named a programming language ADA after her.
1930 American electrical engineer Vann Bush produces the first partially elec-
tronic computer called a differential analyzer, capable of solving differ-
ential equations.
1942 American theoretical physicist John V. Atanasoff and his assistant Clifford
Barry build the first computer that successfully uses vacuum tubes to
perform calculations. The machine is called the Atanasoff Berry Com-
puter, or ABC.
1944 At Harvard University, the Harvard–IBM Automatic Sequence Controlled
Calculator is developed under the direction of Howard Hathaway Aiken.
It contained more than 750,000 parts and takes a few seconds to com-
plete simple arithmetic calculations.
1945 At the Institute for Advanced Study in Princeton, Hungarian–American
mathematician John Von Neumann develops one of the first computers
used to solve problems in mathematics, meteorology, economics, and hy-
drodynamics. Von Neumann’s Electronic Discrete Variable Computer
(EDVAC) is the first electronic computer to use a program stored en-
tirely within its memory.
1946 The first automatic electronic digital computer, ENIAC, constructed at Har-
vard University by electrical engineers John Presper Eckert and John
William Manchly in consultation with John Atanasoff. The electronic nu-
merical integrator and computer contains radio tubes and runs by electri-
cal power to perform hundreds of computations per second.
1946 The word ‘‘automation’’ is used for the first time, by Ford Motor Com-
pany engineer Delmar Harder to describe the 14 min process by which
Ford engines are produced.

Historical Perspective 3
Table 1 Continued
1948 At Bell Telephone Laboratories, American physicists Walter Houser Brat-
tain, John Bardeen, and William Bradford Shockley develop the transis-
tor: a device that can act as an electrical switch.
1949 British biochemist Dorothy Crowfoot Hodgkin is the first to enlist the aid
of an electronic computer in discovering the structure of an organic com-
pound: penicillin.
1951 The Univac computer is introduced for business use by Remington Rand.
1953 IBM introduces the IBM 701, the first computer for scientific and business
use.
1955 The IBM 752, the company’s first computer designed exclusively for busi-
ness use, is produced.
1959 The microchip, an integrated circuit made of a single silicon wafer, is in-
vented by American engineers Jack Kilby of Texas Instruments and Rob-
ert Noyce of Fairchild Semiconductors.
1960s Raymond Goertz at Argonne National Laboratory in Argonne, Illinois, and
Ivan Sutherland at the Massachusetts Institute of Technology in Cam-
bridge, Massachusetts, demonstrated early versions of head-mounted dis-
plays (HMDs) used in virtual reality.
1960s Computers come into common usage in government and industry, but for
many years they are not available to most consumers.
1970 U.S. scientist Ted Hoff, working for Intel, invents the microprocessor, a
silicon chip containing the central processor of a computer. The versa-
tile chip will lead to the proliferation of small inexpensive computers
for home and business use. Intel microprocessors will be marketed com-
mercially in 1971 for the first time.
1973 The Internet is created in large part by American computer scientist Vin-
ton Cerf, as part of the United States Department of Defense Advanced
Research Projects Agency (DARPA).
1974 A text-editing computer with a cathode-ray tube video screen and its own
printer is put on the American market by Vydek.
1975 The first personal computer, the Altair, is put on the market by American
inventor Ed Roberts. The Altair 8800 uses an 8-bit Intel 8080 micropro-
cessor, has 256 bytes of RAM, receives input through switches on the
front panel, and displays output on rows of light-emitting diodes
(LEDs).
1975 Americans William Henry Gates III and Paul Gardner Allen found Micro-
soft, which will become the world’s most successful manufacturer of
computer software.
1976 Ironically just a year later, Tagamet, a drug for the treatment of ulcers, be-
comes available. By 1990, it will be the most frequently prescribed drug
in the United States.

4 Chapter 1
Table 1 Continued
1977 The Apple II computer is marketed by American inventors Stephen Woz-
niak and Steve Jobs: the first personal computer to be accessible not just
to hobbyists but to the public at large.
1980 The first IBM personal computer, employing the Microsoft operating sys-
tems MS-DOS, is marketed, with great success. The 1980s bring small,
powerful, and inexpensive computers to American households. Each
new innovation in computer hardware encourages better software, which
in turn encourages the production of better computers.
1984 The first 1 megabyte random access memory (RAM) chip is developed in
the United States by Bell Laboratories. It stores four times as much data
as any chip to date.
1984 The development of Internet technology is turned over to private, govern-
ment, and scientific agencies.
1990s Computer use continues to proliferate as hardware costs continue to de-
cline and the Internet and software development continue to grow.
1995 Global positioning system (GPS; Navstar) is declared fully operational, to-
tal development costs reach 10 billion.
1996 Intel introduces the Pentium 200 MHz processor and Microsoft ships Win-
dows 95.
1997 Intel introduces a new 2-bit flash memory that validates Moore’s Law,
which states that each new generation of chip will be capable of pro-
cessing twice the capacity of its predecessor.
1998 Launch of DVD-ROM drive with 5.2 gigabyte (GB) re-writable capacity.
Apple computer launches iMac.
1999 Intel Pentium III processor is introduced with unique ID embedded for
web identification. IBM announces 73.4 GB drive.
2000 Windows 2000 launched by Microsoft. Intel ships 1 GHz processor.
United States District Judge Thomas Penfield Jackson orders the
breakup of Microsoft into two companies: one producing operating sys-
tems and the other producing applications programs after a landmark
case in which Microsoft fails to prove that its business practices were
not in violation of antitrust laws.

Historical Perspective 5
Fig. 1 Schematic diagram of client/server architecture. SQL server is an example
of a client/server database management system. This means that the client machine
processes, which are often running on remote machines, must communicate with the
SQL server over the network as in the figure. ODBC is a native SQL Server driver
used by many applications and developer tools, including Visual Basic and C⫹⫹.

2
LIMS Fundamentals
Overview of Laboratory Information System
Development and Project Planning
A solid design is critical to any Laboratory Information Management System
(LIMS) or other software development venture. Most commercial LIMS ven-
dors have a sound understanding of good database design, although not all
have. For consumers, it is important to perform their own needs assessment
and then determine which LIMS meets their specific requirements.
I. BUYING OR BUILDING
Although some laboratories decide to create their own systems, this often rep-
resents an expensive venture for many reasons and few repeat the effort. Many
programmers who lack database design expertise are overzealous when they
provide estimates for laboratory managers or owners. For many it is their first
attempt at creating a LIMS and there is no historical experience to draw from.
Projects typically take much longer than anticipated to complete, the labora-
tory end-users must perform all the software debugging (which is costly), and
there is often poor documentation and core personnel turnover.
In today’s rapidly changing technology environment, it may be wiser
to purchase an off-the-shelf LIMS and utilize the laboratory’s programmers
to enhance it with add-ons and custom reports unique to the laboratory. There
are many well-written commercial systems on the market for a variety of labo-
ratory types. Major advantages of commercial systems are that technical sup-
port and a team of experienced software engineers stand behind the product
and have the financial incentive to keep their product current, migrating it to
7

8 Chapter 2
the latest platforms, adding functionality, and providing assistance when your
laboratory needs it. Most successful businesses adhere to their core competen-
cies and recognize when it makes business sense to outsource. In any case,
the same factors that are required in the inhouse development of a LIMS
should be considered in the selection process of a system from an outside
vendor. Before the decision is made to purchase a LIMS, the laboratory should
have a good understanding of its operations, how it wishes to improve those
functions, and how the software will help it attain those goals. We review
here the development process through implementation, and provide readers
with some important factors to consider before undertaking these tasks.
II. PROCESS OF CHOOSING AND IMPLEMENTING
The process of choosing and implementing an LIMS involves six steps or
phases as outlined in the American Society for Testing and Materials’
(ASTM’s) guidelines and listed below. The process is diagrammed in Fig-
ure 1.
Fig. 1 Standard steps in development of a software system

LIMS Fundamentals 9
Project Definition
Functional Requirements
Functional Design
Implementation Design (implementation, training, operation and sup-
port)
System Integration
System Evaluation
A. Project Definition
Project definition consists of a short description of what is to be achieved, by
whom, when, and why. This document is typically one page long. If the project
is complex and multiple pages are required, an executive summary should be
included. The project definition is critical for the entire project and should be
thought of as the foundation. Once into the project, it is very difficult to change
the direction or foundation of the project, therefore this phase should be devel-
oped very carefully. It is characterized by feasibility determinations, deciding
on an off-the-shelf product or inhouse development, developing and docu-
menting the project definition.
In this planning phase of the project, all aspects are considered, including
integration with other systems (such as Enterprise Resource Planning [ERP],
financial, etc.), instrument integration for automatic data acquisition, and long-
term maintenance and growth (future data migration). Vendors of ERP are
numerous: SAP, PeopleSoft, J.D. Edwards, and ORACLE, among others. Key
features of ERP include global financial capabilities, advanced planning and
scheduling, product configurators, supply chain management, customer rela-
tionship management, e-commerce, business intelligence, and component (ob-
ject-oriented) architecture. Many large companies see the advantages of an
ERP system (supply chain management) which include a better understanding
of costs and inventories, as well as the ability to react to competitive pressures,
accelerate production, and better understand financial closing cycles. In addi-
tion to these benefits, companies benefit from them in attempting to globalize
their business, improve customer service, improve the availability of informa-
tion, and web-enable their business. An ERP system can also allow companies
to reduce their costs and improve productivity, standardize business, integrate
and improve business processes, increase flexibility, and integrate acquisi-
tions.
This phase is characterized by the gathering of several groups or teams
to understand their needs and agree on the required features for the successful
project outcome. It is important to hear the needs of all parties that will be
involved in the project to ensure that the final product will fit the organization

10 Chapter 2
and not just a few subgroups. Once the document is complete, it is important
to have everyone sign off on the original document as well as any changes
made to it.
B. Functional Requirements
The functional requirements step involves all user entry requirements and sys-
tem output requirements being described in detail. Also described in this phase
are any integration functions required to produce the outputs from the user
entry requirements. An example is the need for analytical instrumentation in
the laboratory to be interfaced with the LIMS for final result outputting. Since
this phase is quite comprehensive, it is often a good idea to break the project
into several phases. In that way the entire task from definition to implementa-
tion does not seem as daunting. This documentation should be sufficiently
detailed to allow software engineers to develop a functional design of the
database or to select a commercially available system. Additional information
to be included in this document includes the project’s objectives, resource
requirements (financial and human), and system specifications. The functional
requirements document serves as the request for proposal sent to potential
bidders, minus the budget information and any proprietary information. Infor-
mation that should be included in the functional requirements includes:
• Overview of the system: Context and constraints of the system.
• Objective: State the objective of the project (or portion of the total
project) covered by this functional requirements document. This
must be consistent with the project definition.
• Specific goals and expected benefits: A detailed list of objectives
and expected benefits of computerization. Assign priorities to each
item on a scale from 1 (lowest) to 5 (highest). It is important to be
specific so that this list can be used for subsequent evaluation.
Nature of the project: A description of the process, procedure, test,
experiment, function, or operation to be computerized. Include back-
ground references or examples when possible. Describe any alterna-
tive methods that may be used to produce the desired result.
• Describe each piece of instrumentation and or other software pack-
ages to be integrated to the LIMS in the project. List the instrument
or software name and version, model, and manufacturer. In cases
where the LIMS must handle data acquisition, the following addi-
tional information is required: a brief description of the equipment,
functions, and communication standards.

LIMS Fundamentals 11
Additional information that is helpful includes formats (output files should be
included where possible) and protocols that are utilized by the equipment,
equipment location, required fields for integration, and information relating
to networking of the instruments. It is often helpful to provide the LIMS ven-
dor with an organizational chart as well as a schematic diagram of the building
including where each computer and instrument is to be located.
C. Functional Design
This is the phase in which detailed documentation is produced to describe the
system and detail how the functional requirements are to be achieved. It is
independent of the hardware and software requirements of the LIMS and char-
acterized by flow diagrams of the entire process (information flow throughout
the laboratory and beyond), implementation diagrams, and Gantt charts.
D. Implementation Design
The hardware and software are selected next. Their selection often depends
on many factors: best available technology, budget, current infrastructure, ex-
isting hardware, expertise of the information technology (IT) staff, license
fees, and other factors. Procedures for rolling out the new system, training for
end-users and the database administrator, and continuing support are included
in this phase. This document may include any alternatives in the implementa-
tion designs that can be evaluated by the system integrators. Sometimes incon-
sistencies are uncovered among functional requirements or goals of different
groups during the implementation design process. They are typically resolved
within the group. The implementation design document should be complete
enough to allow straightforward implementation, but not so buried in details
as to lose sight of the ‘‘big picture.’’
E. System Integration
The system integration phase consists of putting all the pieces of the system
together. This includes gathering all the required components, interfacing the
system components, installing software, and, finally, ‘‘going live.’’
F. System Evaluation
In this final phase the project definition and functional requirements are revis-
ited and compared to the final installed system to determine how well the

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You’re important on this field; these other birds going out as cadets
are, as a rule, culls we’re glad to be rid of. Now get back to your
hangar and feel satisfied that you are doing your bit, and a hell of a
big bit, Sergeant!”
That line of official chatter did not help the sergeant at all.
“I’ve heard it before,” he told his rigging crews. “Doing my bit! Bit
be damned! The effect of my first patriotic drunk has worn off. What I
want to do is fly and I’m going to!”
The sergeant did learn to fly; but he “stole” the flying time, begged
all the dual control instruction he could mooch and waxed mighty
handy on rudder bar and stick. And he learned quickly. You see, like
many other mechanics, he really knew how to fly before he ever had
a ship in his hands. Once in the air he merely had to gain the feel of
the thing. And he got it too. He made a takeoff on the third hop,
landed on his fifth.
His job was on a pursuit field—all single seater planes. The ship
on which he had learned—a Nieuport 23—was a two place visitor.
He was all set to fly alone. Then, that same day, they took the 23
away. The sergeant saw red, and spoke in the same color.
“Cheated again!” he said. “I’m going into town, get all drunked up
and take an M.P. apart! Wait and see!”
You can not get the sergeant’s point of view unless you have loved
air and wanted to fly. But if you had loved air and wanted to fly, you
would have gone to town with him and helped take a flock of M.P’s
apart.
Unofficially grabbing flying time wherever and whenever he could
get any, the sergeant lived in hopeless hope, if such a thing exists.

But our war lasted only a day; and once gone it was gone forever.
The sergeant’s field did not go directly out of business, with the
coming of the Armistice, but his interest in things did. For him it was
the end of everything—and nothing.
Then, with the idea of training more pilots for future wars,
headquarters sent the sergeant’s squadron on to an Avro, two place,
training field. The sergeant’s interest came back. He stole lots of
time, loved Avros and added acrobatics to his straight flying. The war
after the war was treating him better.
New made flying cadets came to that field. Lord! Where did they
get such dubs? The sergeant wondered. From every orderly room at
the center was the answer. It was a dog robbers’ holiday.
“I’ll get the C.O.’s permission to turn you loose, Sergeant,” an
instructor said. “You can fly rings round any bird in this group. I’ll get
papers through for you too; no reason why you shouldn’t get a
brevet. I understand that they’ve handed commissions to a few 31st
men.”
The sergeant said that they had.
For a night, life couldn’t be improved upon.
Next morning, February 12, headquarters “washed out” all flying
and called in the Avros. They say that the sergeant took a lieutenant
of M.P’s apart at high noon of the same day in the public square at
Issoudun. After that, for him, the world fused.
The sergeant’s outfit came back to the States. Air Service wanted
to hold some of its best mechanics. At Mitchel Field they promised
the sergeant and some of his gang that, were they to reenlist for
another stretch, flying would be their dish for sure.
The sergeant took his discharge. Then he was tempted—and fell.
He put up his hand for another hitch. And headquarters shipped him
to Carlstrom Field, Florida.
New classes of cadets came to that field. Even one of the cooks
from the sergeant’s overseas squadron was among them. They were
the worst cadets the sergeant ever saw. But he worked planes for
them; and in turn, headquarters never did put the sergeant on flying
status. But the much abused one continued to mooch some

unofficial airwork. So the months of his one year enlistment dragged
by and he came toward the happy end, the end which was going to
be so welcome because he did not give a good, bad or indifferent
damn. And he told his C.O. as much when that worthy asked him
whether he intended to sign up for a third cruise.
“You’re not talking to me, Lieutenant,” the sergeant said. “For three
years I’ve lived on hope. When I took on this reenlistment, they
promised me, on a stack of Bibles, that I’d fly. And have I?”
Any number of ex-overseas men could answer this.
“But this time you will,” the lieutenant said. “This school has the
ships and men now, and I’ll promise you—”
“Tie that outside, Lieutenant,” the sergeant answered, “I’ve heard it
all before.
“By this time next Monday afternoon, America will have one more
civilian on her hands. And she’s going to collect a mean problem,
too. I’m sore, Lieutenant. I’ve been cheated too often to smile and
turn the other cheek. This deal I’ve had handed me by Air Service
smells like a eucalyptus kitty— See that guy climbing into that rear
cockpit—” the sergeant pointed to a plane at the deadline—“well,
that same jaybird used to be a bum cook in my outfit overseas.
Shane’s his name. All that feller ever did for American honor was lap
up French booze and make trouble. He was our ace of aces at it,
too. Shane and me, Lieutenant, have been two different kinds of
soldiers, but today he’s getting in official flying time and I’m still
begging rides like a raw John Recruit. Where’s your damn’ justice in
that? I’ll answer—out for lunch with two rags around her eyes! Me,
reenlist? In a pig’s eye! Wonder what’s wrong with that plane.”
The plane into which they had watched Cadet Shane climb had
started for a takeoff, bounced into the air, fluttered a few rods and
dropped again for a hasty landing. It taxied back to where they were
standing. It was one of the sergeant’s ships. At the deadline the
instructor, Lieutenant Black, swung from his front cockpit, removed
his goggles and said:
“Wish you’d look this ship over, Sergeant. The controls jam in the
air. Bob Watts was flying it this morning and he had the same
trouble.”

“I’ll work her over,” the sergeant promised. He looked at his watch.
“Four o’clock now,” he said. “You won’t want to fly any more today,
Lieutenant. She’ll be jake in the morning.”
“That’s O.K. with me, Sergeant,” Lieutenant Black agreed, and
walked away with the sergeant’s C.O.
Cadet Shane was sore. He had been robbed of his afternoon
period and did not care who knew that he was burned up.
“Damn’ funny you guys can’t keep ships in condition,” he said. “I
haven’t had two hours’ airwork outa this hangar in two weeks.”
“Too damn’ bad about you, Shane,” was all the sympathy the
sergeant extended. “If you’re as rotten a flyer as you were a cook,
the field will be the winner if you never fly.”
For the next hour the sergeant, with a helper, worked the ship that
went wrong in the air. At the end of said time he had located nothing
wrong with the controls. Bob Watts came along during operations
and told his story. Then, just to be on the safe side, the sergeant
sent for the field inspector, Blackie Milander. He came along and
demanded—
“Wot’s eatin’ you, kid?”
“This crate, Blackie, was turned in because her controls froze in
the air,” the sergeant said. “I’ve looked her over, and my fair haired
helper here has looked her over, and Lieutenant Watts was on hand
and had his say and look, and we find nothing wrong. The control
cables, all of ’em, are O.K. Not a fray on any of them. The ball socket
joint is jake; and the pulleys are free. Now, you give her the expert
eye, Blackie, and say what’s to be done. Gladly we pass the buck to
you and, if failing, you muff the torch thus thrown, well you’ll get
burnt.”
Blackie, working till long after retreat, scratched his head finally
and announced:
“Damned if she ain’t got me stopped! On the ground here,
everything’s free. D’you know what I think, Sergeant?”
“If a thought there be, Blackie, shoot before it burns you out. What
do you guess?”

“I think that Watts and Black are full of hop! There’s nothing wrong
with this pile of wreckage, and I’ll give her a clear bill. Let me O.K.
that flying sheet.”
When the hangars opened in the morning the sergeant’s C.O. was
at hand.
“What did you learn about that plane of Black’s?” he wanted to
know. “Anything haywire?”
“Not a thing, Lieutenant,” the sergeant admitted. “What say if you
and I give it a hop right now? See if we can locate any ‘bugs’ in the
air.”
“We’ll do that little thing,” the C.O. agreed. “Got a helmet and
goggles I can use?”
While the C.O. waited, and the men started the plane’s motor, the
squadron clerk came to the hangar for the C.O. They talked for a few
minutes, then the C.O. told the sergeant:
“I’ll have to call this flight off for now. There’re some papers for me
to sign. I’ll see you later.”
Fifteen minutes before the first cadet class reported for the nine
o’clock period, Lieutenant Black came to the line. The sergeant told
the lieutenant all that he had not learned.
“But I don’t want to pass the buck too crudely,” the sergeant
concluded. “What’s the matter with us two going up in the thing and
learning what’s to be learned?”
What the sergeant wanted was more airwork. He would have
taken his flying on the tail end of a rocket were no other means
offered. The fact that a ship’s action was in question meant nothing
to him. More than likely the sergeant was glad that nobody had been
able to locate the kink; test flying is always to the liking of a real lover
of air. The betting’s even that the sergeant had planned this moment
during the previous night. As he talked, he talked Black toward the
waiting plane. The instructor was adjusting helmet and goggles, and
his silence gave consent.
“It’s funny,” he finally said, as they waited for the motor man to
warm the engine, “but those controls did jam. I don’t want any of my
cadets to get in dutch through mechanical faults. They’re bad
enough without that. The Lord only knows when I’ll be able to turn

any of them loose. Such an iron fisted bunch of shovel apprentices
I’ve never met. They wouldn’t’ve made good K.P’s. for the wartime
kadets.
“And these damn’ Jennies have got to be right, Sergeant. As right
as they can be, and if they were twice as right as that, they’d still be
all wrong. Climb in and we’ll take a turn of the field.”
While they were adjusting the safety belts, Cadet Shane came
running along the line of hangars. He scrambled aboard Black’s
lower wing and talked into the instructor’s left ear. Black throttled his
motor low, pushed back his goggles, thought for half a minute,
studied his instrument board dials, shook and kicked his controls,
then turned to the man in the rear seat and said:
“Sergeant, I’m going to give the cadet his hop. These controls
seem to be O.K. Chances are, there was nothing wrong with them.
“Jump out, Sergeant, and I’ll let you know how they act. Watch my
first turn of the field and see how I’m getting along. Climb in, Shane!
Let’s get going!”
The sergeant went back to the hangar. He wasn’t talking to
anybody, for the time being, but he hurled an open can of red paint
the length of the big building and said to a few idle privates—
“Clean that up!”
Then, where a group of flying cadets were busily rolling two small
cubes on a work bench, the sergeant came down in hot wrath, threw
the harmless squares through the skylight and yelled—
“Get to hell out of this hangar and stay out!”
After that the sergeant went out, retrieved the dice and
reestablished the game. He told the cadets that he was sore about
something but could not recall just what. After sending the privates
off to goldbrick in the post exchange, the sergeant mopped up the
paint.
Master Sergeant Sciples, in charge of the hangar, came along to
start the day. Sciples was spending this enlistment on the
construction of certain souvenirs. And at no time did he allow hangar
work to cut in on his program. He was an easy boss. Sciples looked

at his sergeant rigger and came out in language that lay people
erroneously suppose is solely characteristic of the Marine Corps.
Here and there, without half trying, Master Sergeant Sciples could
extemporize in a manner that would make the Marine Corps’
glossary look like a first reader for morons. Sciples’ language, to say
the least, was able.
“Sergeant,” he said, “one look at you, you tells me that you haven’t
had your morning flight. When will you forget this flying stuff and put
your mind on next week’s debut into the outer world? Why, you
— Snap into it and get wise!”
“But, Sciples,” the sergeant said. “It’s the same old story. The
same thing that I’ve been up against for three years. And it makes
me mad, Sciples. Hell, if I live to be a hundred, I’ll never lose this
desire to fly. It’s different with you, you old decrepit”—the sergeant
was never entirely tongue tied himself—“You don’t care about flying.
The bug’s never grazed upon you. You don’t know the hell and pain
and longing that an egg like me faces, Sciples. Why, Sciples, this
thing of giving a right arm for something is nothing. I’d do another
stretch in this damn’ Army if I really thought that I’d aviate. And that is
what I call bravery.”
“Crazy as a loon!” Sciples exclaimed. “Why you—you don’t know
enough to—”
“And this was the most cruel thrust of all, Sciples,” the sergeant
went on, “this thing that came off half an hour ago, why—” The
hangar’s telephone rang, and Sciples, with the sergeant still talking,
strolled toward the instrument—“why, there I was all set to take off
with Black. Had myself nicely planted in the rear seat, and who
comes out and robs me but my ex-cook, that rotten cook, Shane,
and—” There were tears in the thick voice.
For a minute Sciples talked over the line. In the end he said, “Well
that’s hell,” and hung up.
“What’s hell?” the sergeant forgot his own troubles long enough to
ask.
“Cadet Shane,” Master Sergeant Sciples said, “Shane, the man
who unseated you, Shane and Black spun into the ground ten miles
from here. They both burned to death.”

THE END
Transcriber’s Note: This story appeared in the November 15,
1928 issue of Adventure magazine.

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