| { |
| "case_id": "P003", |
| "pass": "struct", |
| "coders": [ |
| "claude", |
| "grok", |
| "openai" |
| ], |
| "models": { |
| "claude": "claude-opus-4-8", |
| "grok": "grok-4.5", |
| "openai": "gpt-5.6-sol" |
| }, |
| "per_model": { |
| "claude": { |
| "sigma_T1": "replace", |
| "sigma_T2": "1-1", |
| "sigma_T3": "swap", |
| "sigma_T4": "1-1", |
| "sigma_T5": "partial", |
| "sigma_T6": "1-1", |
| "collapse_state": "none", |
| "gap_45": "0", |
| "gap_56": "0", |
| "gap_mitigated": "NA", |
| "rationale": "gap_45=0: the customer-facing product operation (Alaris, Pyxis, ChloraPrep, etc.) crossed the boundary together with its own manufacturing, quality-assurance, distribution, packaging and sterilization facilities (32 operating facilities), so product and its production/delivery processes moved together rather than apart. gap_56=0: the ~16,700-employee workforce and the full management team (Schlotterbeck as Chairman/CEO, with no executives remaining Cardinal employees) transferred coherently alongside the operational processes. The only substrate not transferred whole was the shared centralized corporate functions (finance/IT/HR/treasury), which is a Parent-substrate carve-out (coded T5 partial) bridged by a reciprocal transition services agreement, not a T4-vs-T5 or T5-vs-T6 mismatch in the transferred product operation." |
| }, |
| "grok": { |
| "sigma_T1": "replace", |
| "sigma_T2": "1-1", |
| "sigma_T3": "1-1", |
| "sigma_T4": "1-1", |
| "sigma_T5": "1-1", |
| "sigma_T6": "1-1", |
| "collapse_state": "none", |
| "gap_45": "0", |
| "gap_56": "0", |
| "gap_mitigated": "NA", |
| "rationale": "The slice states the spin-off detached an intact customer-facing product operation (Alaris, Pyxis, respiratory, infection-prevention, V. Mueller brands) together with its manufacturing/quality/distribution facilities, so T4 and T5 crossed together and gap_45=0. It likewise records that the ~16,700-employee workforce and the management team (Schlotterbeck as Chairman/CEO; executives ceasing to be Cardinal officers) moved with the business, so T5 and T6 aligned at closing and gap_56=0. Shared corporate substrate (finance/IT/HR/treasury) was not transferred whole and was bridged by a reciprocal TSA, but that is outside the product-vs-process and process-vs-organization mismatch definitions." |
| }, |
| "openai": { |
| "sigma_T1": "continue", |
| "sigma_T2": "1-1", |
| "sigma_T3": "1-1", |
| "sigma_T4": "1-1", |
| "sigma_T5": "partial", |
| "sigma_T6": "1-1", |
| "collapse_state": "none", |
| "gap_45": "0", |
| "gap_56": "0", |
| "gap_mitigated": "NA", |
| "rationale": "The structural summary states that the medical-technology brands crossed the boundary together with their manufacturing, quality, and distribution facilities, so no product-versus-process mismatch is documented at closing. It also states that the workforce and management team moved with those operations; although centralized finance, IT, HR, treasury, and cash-management functions did not transfer whole, reciprocal transition services aligned that shared substrate at closing rather than leaving the transferred processes without an operating organization." |
| } |
| }, |
| "per_model_raw": { |
| "claude": "{\"sigma_T1\": \"replace\", \"sigma_T2\": \"1-1\", \"sigma_T3\": \"swap\", \"sigma_T4\": \"1-1\", \"sigma_T5\": \"partial\", \"sigma_T6\": \"1-1\", \"collapse_state\": \"none\", \"gap_45\": \"0\", \"gap_56\": \"0\", \"gap_mitigated\": \"NA\", \"rationale\": \"gap_45=0: the customer-facing product operation (Alaris, Pyxis, ChloraPrep, etc.) crossed the boundary together with its own manufacturing, quality-assurance, distribution, packaging and sterilization facilities (32 operating facilities), so product and its production/delivery processes moved together rather than apart. gap_56=0: the ~16,700-employee workforce and the full management team (Schlotterbeck as Chairman/CEO, with no executives remaining Cardinal employees) transferred coherently alongside the operational processes. The only substrate not transferred whole was the shared centralized corporate functions (finance/IT/HR/treasury), which is a Parent-substrate carve-out (coded T5 partial) bridged by a reciprocal transition services agreement, not a T4-vs-T5 or T5-vs-T6 mismatch in the transferred product operation.\"}", |
| "grok": "{\n \"sigma_T1\": \"replace\",\n \"sigma_T2\": \"1-1\",\n \"sigma_T3\": \"1-1\",\n \"sigma_T4\": \"1-1\",\n \"sigma_T5\": \"1-1\",\n \"sigma_T6\": \"1-1\",\n \"collapse_state\": \"none\",\n \"gap_45\": \"0\",\n \"gap_56\": \"0\",\n \"gap_mitigated\": \"NA\",\n \"rationale\": \"The slice states the spin-off detached an intact customer-facing product operation (Alaris, Pyxis, respiratory, infection-prevention, V. Mueller brands) together with its manufacturing/quality/distribution facilities, so T4 and T5 crossed together and gap_45=0. It likewise records that the ~16,700-employee workforce and the management team (Schlotterbeck as Chairman/CEO; executives ceasing to be Cardinal officers) moved with the business, so T5 and T6 aligned at closing and gap_56=0. Shared corporate substrate (finance/IT/HR/treasury) was not transferred whole and was bridged by a reciprocal TSA, but that is outside the product-vs-process and process-vs-organization mismatch definitions.\"\n}", |
| "openai": "{\n \"sigma_T1\": \"continue\",\n \"sigma_T2\": \"1-1\",\n \"sigma_T3\": \"1-1\",\n \"sigma_T4\": \"1-1\",\n \"sigma_T5\": \"partial\",\n \"sigma_T6\": \"1-1\",\n \"collapse_state\": \"none\",\n \"gap_45\": \"0\",\n \"gap_56\": \"0\",\n \"gap_mitigated\": \"NA\",\n \"rationale\": \"The structural summary states that the medical-technology brands crossed the boundary together with their manufacturing, quality, and distribution facilities, so no product-versus-process mismatch is documented at closing. It also states that the workforce and management team moved with those operations; although centralized finance, IT, HR, treasury, and cash-management functions did not transfer whole, reciprocal transition services aligned that shared substrate at closing rather than leaving the transferred processes without an operating organization.\"\n}" |
| }, |
| "majority": { |
| "sigma_T1": "replace", |
| "sigma_T2": "1-1", |
| "sigma_T3": "1-1", |
| "sigma_T4": "1-1", |
| "sigma_T5": "partial", |
| "sigma_T6": "1-1", |
| "collapse_state": "none", |
| "gap_45": "0", |
| "gap_56": "0", |
| "gap_mitigated": "NA" |
| }, |
| "flags": { |
| "sigma_T1": false, |
| "sigma_T2": false, |
| "sigma_T3": false, |
| "sigma_T4": false, |
| "sigma_T5": false, |
| "sigma_T6": false, |
| "collapse_state": false, |
| "gap_45": false, |
| "gap_56": false, |
| "gap_mitigated": false |
| }, |
| "n_flags": 0 |
| } |
