"Yes" to confrontation when something strange is going on.
"No" to confrontation coming from an emotional place of hurt or rejection.
This is a place where as a senior, you do have to back up and think about the greater good. My read on this particular case would be:
You took time on Friday to help out an issue marked as Critical. It wasn't convenient, and you did it in the spirit of team leadership and making sure that no one was waiting on you for an urgent response.
She treated the issue as urgently as you did - she did the follow on work that your response ennabled before going home for the weekend.
When you two talked on Monday, her response was incorrect - let's not infer motive to the incorrectness by calling it "lying" - she had been helped by your email, she did do the right thing and finish up a critical issue before leaving. So far, the biggest mistake is that she didn't remember it or acknowledge it come Monday morning.
Then things get hazy. You started lying to her - pretending that you didn't know she checked in a fix, pretending that you thought she hadn't read an email from you. And using sarcasm via chat... which isn't a guaranteed win, given how hard it is to imply emotional tone in a text format.
This is where if I was either of your bosses, I'd ask you to cut it out. Either talk honestly about what's bugging you, or leave it alone.
Now - if her inattention to the details of you helping with the fix, getting it in, and handling something with the potential for a real crisis is something that everyone is expected to be aware of first thing in the morning on Monday, then it's fair to say she's not doing her job. If for example, you had a forgetful friend and he did the same thing and you'd be just as concerned - then this may be case for, as a senior, pointing out why knowing the final state of a Critical issue is super-important and what the expectations of the overall team are. In that case, it benefits more than just your ego. This may NOT be something you should discuss with her directly - this is negligence in doing the job and may be something for her direct supervisor.
NOTE - "critical" means all sorts of different things in all sorts of different contexts. It's a relative term. A critical issue for an on-call team is very, very different from a critical bug for a software team - how well it's recalled and what level of lesson learned review is involved can be very different.
OTOH, if you two have a trend of you helping, and her "forgetting" - more than once, and always somewhat personal (ie, she doesn't forget everyone's help, just yours) - then it may be time for a personal chat on "is my help unimportant to you? If you feel like I'm not helping, I'll be glad not to waste my time". I don't think you can call this on a one-time case, but if it's a trend that's damaging the trust of your working relationship, then it's worth bringing up. And if her forgetting that others help her out is a universal trend, and she never says thanks to anyone - this might be time where you can (gently) point out that her success in a team will be much greater if she can acknowledge the give and take of helping.
From a senior individual contributor who has responsibility for the technical work but not the people doing it, I expect:
First and foremost, the ability to model productive behavior, don't say it, do it. Say thanks to others when they help you. Be able to rise above petty stuff - like not getting thanked one time.
Be able to see trends and repetitive behaviors that may be harmful to the team. Ideally, you may be able to get someone back on track by small, helpful guidance, but if this becomes a "this person is seriously not doing his job" type issue, then it's also having the wisdom to go to a direct supervisor. The senior can absolutely be a mentor to those around them but there is an area where unsolicited advice that isn't really a requirement of the job can be too intrusive.
Be able to use technical prowess and experience to help the team get coordinated correctly - if the process doesn't make sense, or we're using technology in a weird way, I expect seniors to be able to point it out.
Be a point of reference on the performance of others when management needs information. If someone has a skill gap or a behavior gap, you may see it first or more clearly than a direct supervisor will. Being able to give insight on the strength and weaknesses of others can be a real advantage if handled well.
The litmus test I'd use in the end is "If having the conflict will help the team and the company - do it. If having the conflict will make you feel better - skip it."